CS No. 050609 – Non-Profit The Epilepsy Foundation of Michigan
Coaching the CEO in changing and redesigning the business model to a powerful and profitable one.
After 15+ years serving the Michigan community, the foundation faced one of its most difficult years of operation. The main revenue sources of the foundation – United Way, the U.S.Government, and other third parties – significantly reduced their contribution dollars. The foundation executives predicted a huge deficit, and were challenged by how to replace the lost income and leverage corporate dollars.
Moreover, staff morale was at an all-time low.
The Predictable Future
Without intervention and/or re-invention, the foundation would find itself in the following drift:
- The deficit would continue to grow
- The United Way’s reduction in its contribution would decrease by 12.5% as opposed to the anticipated 10%
- The operating deficit would continue to grow
- Corporate dollars would continue to decline
- Staff morale would continue to deteriorate
- The foundation would face the possibility of closing its doors
The Breakthrough Targets were as follows:
- Create new sources of revenue
- Create a new and innovative business plan
- Reduce operating costs
- Increase staff morale
By year-end, the foundation had accomplished the following:
- (1) The year ended with a surplus instead of a deficit
- (2) Staff was reduced by 40% over the previous year
- (3) The foundation touched the same number of lives
- (4) The foundation created and cultivated relationships with several major local corporations
- (5) An innovative marketing plan was implemented
- (6) Four major successful fundraising events were delivered in the last quarter. These events generated over 60% of the overall annual revenue
- (7) The staff was rejuvenated and was excited about the new future
- (8) The board became much more active
- (9) The revenue projection for 2005 was to exceed the target by 15%
What did the client say?
“From the coaching, the most useful take away for me is the shift in my personal thinking about approaching the Foundation as a business. After 15 years in the nonprofit sector, I realized that it is no different than leading and managing a for- profit business. It has made a huge impact on my ability to build business relationships for the future and to exceed our target. I am much more energetic and optimistic than I have been in years.”
Arlene S. Gorelick, MPH – President