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Archive for December, 2009

No Need to Keep Up with Last Year or 2007

Tuesday, December 22nd, 2009

Amid the changes in the global economy, there has a been a genuine loss in monetary value.  There’s just less money to go around than there was before and individuals and institutions must understand that.  Estimates range from 17% to 24% of monetary value is gone - more in some highly monetized places than others. 

Money is not like matter that cannot be created or destroyed. 

I was impressed and moved to think about this when Sister Cathy, the principal of my daughter’s high school got up at parents’ night and said that times were tight and that instead of laying off some teachers or staff, everyone took a 3% pay cut and they found savings elsewhere.  “It takes everybody here to run this school and to provide the students with a Marian High education,” Sister Cathy said.  “Instead of laying anyone off, we decided to keep everyone and live with a little less.”

The pain that comes with being out of work for one is greater than everyone taking a step back, I thought.

Marian High is working its way through 2009-10 with less and appealing to parents and alumni to help out more.  So should our other institutions.  Health care jumps out at me instantly as health insurers heartlessly raise rates, no one takes a cut and people suffer and die because they cannot afford care or a small percentage of workers get laid off so everyone else can get their raises because that is how it works. Unions sacrificing members’ jobs or entire places of work because there is no elasticity of wages and benefits is another.

Less money should means all take a step back in some ways.  Not in lockstep and not in some mandated government way.  But rational management should look at cuts as part of cycles and flexibility to manage all costs including salaries, wages and benefits to fit current economic times.

Revenue Diversification

Saturday, December 19th, 2009

The economic downturn that began officially in the Fall of 2007 is slowly coming out of its two-plus year grind in the US.  Among those I’ve had the honor to serve, there are winners and losers during this time. Some clients are stronger and in a better market position and some in weakened positions or gone altogether.

The winners are invariably those with the most diversified revenue streams and a strong commitment to keeping revenues in a balanced proportion.

The best example is Community Anti-Drug Coalitions of America or CADCA .  CADCA was a creation of the George HW Bush administration with funding from the Robert Wood Johnson Foundation and the James S. & John L. Knight Foundations and operated for several years almost exclusively on foundation grants of significant size.  CADCA has grown from a $1.5 million operation in the mid-1990s when I first began working with them to a $9 million national leader in substance abuse prevention and community problem solving.

Led by a team of very capable and experienced senior managers (also a deliberate choice of its Board and Chairman/CEO), CADCA  has seen its reliance on foundation funding drop from 90% of its revenues in 1997 to around 8%. Its unrestricted support is greater than its foundation supports and 80% of its funding comes from training fees, events, state contracts, federal contracts, corporate donations and membership dues.  International programming, new to CADCA at the beginning of the recession in late 2007 is now generating more than 10% of revenues.

Any one of these could diminish and the others are positioned to pick up the slack.  As CADCA re-invests revenues in continually improving its offerings to community leaders, states, federal agencies and supporters, its revenues grow as they sponsor or purchase services.

This financial strength was due to deliberate planning, consistent and focused leadership, experienced and patient senior staff and Board members.  Major General Arthur T. Dean earned much of the credit for his leadership as CEO and Chairman of the last ten years, but it was also the commitment and dedication of several senior managers building their individual units simultaneously that made CADCA’s market leadership possible.

Other organizations can do the same if they commit to an optimal revenue mix and stay true to achieving that mix.  Over-reliance on any one source of revenue in non-profits as in business can lead to very tough times when that one source weakens.

For help in thinking through a plan to achieve optimal revenue mix, please contact Bauler Consulting at 508-405-0308.


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