Let the Urban Affairs Coalition walk you through the basics of Fiscal Sponsorship. From what it is, how it works, who provides it and how to pick a fiscal sponsor.
2. Fiscal Sponsorship 101
Our Mission
The Urban Affairs Coalition
unites government, business,
neighborhoods, and individual
initiatives to improve the
quality of life in the region,
build wealth in urban
communities, and solve
emerging issues.
Fiscal Sponsorship 101 2
3. Fiscal Sponsorship 101
UAC by the Numbers
UAC has been interwoven into Philadelphia’s social fabric for over
45 years.
• Born out of the social justice movement in 1969
• Driven over $1 billion of social investment and economic impact
into the region in the last 45 years
• 150,000 individuals and their families are served annually
• Provider of nonprofit business services to 55 organizations and
15 projects
• 350 employees
Fiscal Sponsorship 101 3
4. Fiscal Sponsorship 101
Speaker Bio: Tivoni Devor
• I’m UAC’s Manager of Partnerships and Outreach.
• I help social entrepreneurs leverage fiscal sponsorship
to jumpstart their nonprofit endeavors.
Fiscal Sponsorship 101 4
• I’m a Drexel MBA and focused on nonprofit management.
• I have 15 years of nonprofit experience with content matter
expertise in developing earned revenue models and designing
strategic partnerships.
• I am an occasional columnist for Generocity.org, Nonprofit Quarterly
and other publications.
5. Fiscal Sponsorship 101
UAC: A Leader in Fiscal Sponsorship
• Practicing fiscal sponsorship for decades
• Came together with other major fiscal sponsors to found
the National Network of Fiscal Sponsors
– Founding member, Steering Committee Member
• The National Network of Fiscal Sponsors promotes the
understanding and professional practice of fiscal
sponsorship.
– www. fiscalsponsors.org
Fiscal Sponsorship 101 5
6. Fiscal Sponsorship 101
Agenda
1. What is Fiscal Sponsorship?
2. Who uses Fiscal Sponsorship?
3. Who provides Fiscal Sponsorship?
4. Q & A
6Fiscal Sponsorship 101
7. Fiscal Sponsorship 101
What is Fiscal Sponsorship?
• Fiscal sponsorship refers to the practice of nonprofit
organizations offering their legal and tax-exempt status to
groups engaged in activities related to the sponsor’s
missions.
• It typically involves a fee-based contractual arrangement
between a project and an established non-profit.
• While any non-profit organization can provide fiscal
sponsorship, only a few provide fiscal sponsorship as a
professional nonprofit business service.
7Fiscal Sponsorship 101
8. Fiscal Sponsorship 101
Six Major Forms of Fiscal Sponsorship
There are 6 major forms of fiscal sponsorship:
1. Direct Project
2. Independent Contractor Project
3. Pre-Approved Grant Relationship
4. Group Exemption
5. Supporting Organization
6. Technical Assistance
8Fiscal Sponsorship 101
9. Fiscal Sponsorship 101
Who uses Fiscal Sponsorship?
• Short-term projects that have a definite start and finish date
• Start-up organizations that want to move quickly
• For-profits that want to do non-profit activities
• Established organizations that are looking to reduce costs
• Distressed organizations that need organizational and
operational support
• Funders who are looking to experiment or fund small
projects that they can’t do internally
9Fiscal Sponsorship 101
10. Fiscal Sponsorship 101
Services Provided By Most Sponsors
• Bookkeeping and Accounting
• HR and Benefits Management
• Tax and Insurance Compliance
• Program Support
• Professional Development
10Fiscal Sponsorship 101
11. Fiscal Sponsorship 101
The Benefits of Fiscal Sponsorship
• Speed to market
• Lower costs to manage
• Access to highly skilled management
• Access to support and relationship network
11Fiscal Sponsorship 101
12. Fiscal Sponsorship 101
The Myths of Fiscal Sponsorship
• I will lose all control of my organization
• It’s only for startups
• It’s expensive
12Fiscal Sponsorship 101
13. Fiscal Sponsorship 101
The Risks of Fiscal Sponsorship
• Level of fiscal sponsor control
• Funder knowledge of fiscal sponsorship
• Control of intellectual property
• Financial instability of the fiscal sponsor
13Fiscal Sponsorship 101
14. Fiscal Sponsorship 101
Where Can I Find a Fiscal Sponsor?
Other places to find Fiscal Sponsors:
• The Foundation Directory
• The National Network of Fiscal Sponsors
• Another 501c3 with a similar mission
14Fiscal Sponsorship 101
15. Fiscal Sponsorship 101
Local Professional Fiscal Sponsors
While any 501c3 can provide fiscal sponsorship, there are
several organizations in the area that practice Fiscal
Sponsorship on a professional level:
• Urban Affairs Coalition
• CultureWorks Philadelphia
• Resources for Human Development
• Public Health Management Corporation
15Fiscal Sponsorship 101
16. Fiscal Sponsorship 101
What to Ask When “Shopping” ?
• What are the fees and costs?
• What are the services provided?
• What level of customer service can I expect?
• Who will be assigned to my organization by the fiscal
sponsor?
• How long is the commitment?
16Fiscal Sponsorship 101
17. Fiscal Sponsorship 101
Application Tips and Tricks
• Have a unique idea that will excite the sponsor
• Develop a solid business plan that covers:
– What you want to do?
– How you are going to do it?
– Why you are qualified to do it?
– What it will cost?
– How are you going to pay for it?
• Have funders committed and pledged to your project
17Fiscal Sponsorship 101
18. Fiscal Sponsorship 101
Q & A
18
Tivoni Devor
Manager of Partnerships and Outreach
Urban Affairs Coalition
215-851-1936
tdevor@uac.org
Twitter: @tivonidevor
Fiscal Sponsorship 101
Hinweis der Redaktion
1 - Market consolidation is an unanticipated consequence of the long-term undercapitalization of the nonprofit sector. The nonprofit sector has always had a large number of small-sized nonprofits that face barriers to organic growth, such as limited access to capital and a high degree of competitive pressure. Despite this barrier to growth, there is a proliferation of new nonprofit organizations. These factors indicate that a massive market consolidation might be on the horizon, leading to mergers and acquisitions intended to keep fledgling nonprofits afloat and to increase the efficiency of established organizations.
2 - Many of UACs long term goals, such as restructuring the organization, and adding new complex competencies will require significant upfront capital expenses. Not to mention that many organizations, in order to join the Coalition, may need some form of short-term capitalization to achieve stability, which may eventually result in long term growth. UAC’s 2015-2020 investment plan is focused on creating a basis for organizational sustainability, both for UAC and its program partners, giving the organization the financial stability and capabilities to meet the challenges facing the sector and bring on programs and partners where there is mutual benefit.
In the next five years UAC is preparing to make changes that will profoundly alter the structure and scope of the organization. These changes will require significant upfront capital expenses. In order to provide for these expenses and facilitate sustained growth, UAC needs to seek outside investment. UAC’s objective is to achieve break-even and advance to a completely sustainable model by 2018.
3- A standalone branded fiscal sponsorship product will allow UAC to market its services across a far wider geography and on its own footing. Currently, our flagship brand, Urban Affairs Coalition, is strong and respected, in particular, within the greater Philadelphia area.
Outside of Philadelphia, UAC is largely unknown and fiscal sponsorship, in general, is not a widely understood or accessed service. A standalone fiscal sponsorship product will differentiate UAC from its competitors, allowing customers to view the benefits and cost savings provided by the UAC model. Potential partners will be able to judge UAC on its own merits, using real financial data, rather than having to be educated about fiscal sponsorship as a concept.
1 - Market consolidation is an unanticipated consequence of the long-term undercapitalization of the nonprofit sector. The nonprofit sector has always had a large number of small-sized nonprofits that face barriers to organic growth, such as limited access to capital and a high degree of competitive pressure. Despite this barrier to growth, there is a proliferation of new nonprofit organizations. These factors indicate that a massive market consolidation might be on the horizon, leading to mergers and acquisitions intended to keep fledgling nonprofits afloat and to increase the efficiency of established organizations.
2 - Many of UACs long term goals, such as restructuring the organization, and adding new complex competencies will require significant upfront capital expenses. Not to mention that many organizations, in order to join the Coalition, may need some form of short-term capitalization to achieve stability, which may eventually result in long term growth. UAC’s 2015-2020 investment plan is focused on creating a basis for organizational sustainability, both for UAC and its program partners, giving the organization the financial stability and capabilities to meet the challenges facing the sector and bring on programs and partners where there is mutual benefit.
In the next five years UAC is preparing to make changes that will profoundly alter the structure and scope of the organization. These changes will require significant upfront capital expenses. In order to provide for these expenses and facilitate sustained growth, UAC needs to seek outside investment. UAC’s objective is to achieve break-even and advance to a completely sustainable model by 2018.
3- A standalone branded fiscal sponsorship product will allow UAC to market its services across a far wider geography and on its own footing. Currently, our flagship brand, Urban Affairs Coalition, is strong and respected, in particular, within the greater Philadelphia area.
Outside of Philadelphia, UAC is largely unknown and fiscal sponsorship, in general, is not a widely understood or accessed service. A standalone fiscal sponsorship product will differentiate UAC from its competitors, allowing customers to view the benefits and cost savings provided by the UAC model. Potential partners will be able to judge UAC on its own merits, using real financial data, rather than having to be educated about fiscal sponsorship as a concept.
1 - Market consolidation is an unanticipated consequence of the long-term undercapitalization of the nonprofit sector. The nonprofit sector has always had a large number of small-sized nonprofits that face barriers to organic growth, such as limited access to capital and a high degree of competitive pressure. Despite this barrier to growth, there is a proliferation of new nonprofit organizations. These factors indicate that a massive market consolidation might be on the horizon, leading to mergers and acquisitions intended to keep fledgling nonprofits afloat and to increase the efficiency of established organizations.
2 - Many of UACs long term goals, such as restructuring the organization, and adding new complex competencies will require significant upfront capital expenses. Not to mention that many organizations, in order to join the Coalition, may need some form of short-term capitalization to achieve stability, which may eventually result in long term growth. UAC’s 2015-2020 investment plan is focused on creating a basis for organizational sustainability, both for UAC and its program partners, giving the organization the financial stability and capabilities to meet the challenges facing the sector and bring on programs and partners where there is mutual benefit.
In the next five years UAC is preparing to make changes that will profoundly alter the structure and scope of the organization. These changes will require significant upfront capital expenses. In order to provide for these expenses and facilitate sustained growth, UAC needs to seek outside investment. UAC’s objective is to achieve break-even and advance to a completely sustainable model by 2018.
3- A standalone branded fiscal sponsorship product will allow UAC to market its services across a far wider geography and on its own footing. Currently, our flagship brand, Urban Affairs Coalition, is strong and respected, in particular, within the greater Philadelphia area.
Outside of Philadelphia, UAC is largely unknown and fiscal sponsorship, in general, is not a widely understood or accessed service. A standalone fiscal sponsorship product will differentiate UAC from its competitors, allowing customers to view the benefits and cost savings provided by the UAC model. Potential partners will be able to judge UAC on its own merits, using real financial data, rather than having to be educated about fiscal sponsorship as a concept.
1 - Market consolidation is an unanticipated consequence of the long-term undercapitalization of the nonprofit sector. The nonprofit sector has always had a large number of small-sized nonprofits that face barriers to organic growth, such as limited access to capital and a high degree of competitive pressure. Despite this barrier to growth, there is a proliferation of new nonprofit organizations. These factors indicate that a massive market consolidation might be on the horizon, leading to mergers and acquisitions intended to keep fledgling nonprofits afloat and to increase the efficiency of established organizations.
2 - Many of UACs long term goals, such as restructuring the organization, and adding new complex competencies will require significant upfront capital expenses. Not to mention that many organizations, in order to join the Coalition, may need some form of short-term capitalization to achieve stability, which may eventually result in long term growth. UAC’s 2015-2020 investment plan is focused on creating a basis for organizational sustainability, both for UAC and its program partners, giving the organization the financial stability and capabilities to meet the challenges facing the sector and bring on programs and partners where there is mutual benefit.
In the next five years UAC is preparing to make changes that will profoundly alter the structure and scope of the organization. These changes will require significant upfront capital expenses. In order to provide for these expenses and facilitate sustained growth, UAC needs to seek outside investment. UAC’s objective is to achieve break-even and advance to a completely sustainable model by 2018.
3- A standalone branded fiscal sponsorship product will allow UAC to market its services across a far wider geography and on its own footing. Currently, our flagship brand, Urban Affairs Coalition, is strong and respected, in particular, within the greater Philadelphia area.
Outside of Philadelphia, UAC is largely unknown and fiscal sponsorship, in general, is not a widely understood or accessed service. A standalone fiscal sponsorship product will differentiate UAC from its competitors, allowing customers to view the benefits and cost savings provided by the UAC model. Potential partners will be able to judge UAC on its own merits, using real financial data, rather than having to be educated about fiscal sponsorship as a concept.
1 - Market consolidation is an unanticipated consequence of the long-term undercapitalization of the nonprofit sector. The nonprofit sector has always had a large number of small-sized nonprofits that face barriers to organic growth, such as limited access to capital and a high degree of competitive pressure. Despite this barrier to growth, there is a proliferation of new nonprofit organizations. These factors indicate that a massive market consolidation might be on the horizon, leading to mergers and acquisitions intended to keep fledgling nonprofits afloat and to increase the efficiency of established organizations.
2 - Many of UACs long term goals, such as restructuring the organization, and adding new complex competencies will require significant upfront capital expenses. Not to mention that many organizations, in order to join the Coalition, may need some form of short-term capitalization to achieve stability, which may eventually result in long term growth. UAC’s 2015-2020 investment plan is focused on creating a basis for organizational sustainability, both for UAC and its program partners, giving the organization the financial stability and capabilities to meet the challenges facing the sector and bring on programs and partners where there is mutual benefit.
In the next five years UAC is preparing to make changes that will profoundly alter the structure and scope of the organization. These changes will require significant upfront capital expenses. In order to provide for these expenses and facilitate sustained growth, UAC needs to seek outside investment. UAC’s objective is to achieve break-even and advance to a completely sustainable model by 2018.
3- A standalone branded fiscal sponsorship product will allow UAC to market its services across a far wider geography and on its own footing. Currently, our flagship brand, Urban Affairs Coalition, is strong and respected, in particular, within the greater Philadelphia area.
Outside of Philadelphia, UAC is largely unknown and fiscal sponsorship, in general, is not a widely understood or accessed service. A standalone fiscal sponsorship product will differentiate UAC from its competitors, allowing customers to view the benefits and cost savings provided by the UAC model. Potential partners will be able to judge UAC on its own merits, using real financial data, rather than having to be educated about fiscal sponsorship as a concept.
1 - Market consolidation is an unanticipated consequence of the long-term undercapitalization of the nonprofit sector. The nonprofit sector has always had a large number of small-sized nonprofits that face barriers to organic growth, such as limited access to capital and a high degree of competitive pressure. Despite this barrier to growth, there is a proliferation of new nonprofit organizations. These factors indicate that a massive market consolidation might be on the horizon, leading to mergers and acquisitions intended to keep fledgling nonprofits afloat and to increase the efficiency of established organizations.
2 - Many of UACs long term goals, such as restructuring the organization, and adding new complex competencies will require significant upfront capital expenses. Not to mention that many organizations, in order to join the Coalition, may need some form of short-term capitalization to achieve stability, which may eventually result in long term growth. UAC’s 2015-2020 investment plan is focused on creating a basis for organizational sustainability, both for UAC and its program partners, giving the organization the financial stability and capabilities to meet the challenges facing the sector and bring on programs and partners where there is mutual benefit.
In the next five years UAC is preparing to make changes that will profoundly alter the structure and scope of the organization. These changes will require significant upfront capital expenses. In order to provide for these expenses and facilitate sustained growth, UAC needs to seek outside investment. UAC’s objective is to achieve break-even and advance to a completely sustainable model by 2018.
3- A standalone branded fiscal sponsorship product will allow UAC to market its services across a far wider geography and on its own footing. Currently, our flagship brand, Urban Affairs Coalition, is strong and respected, in particular, within the greater Philadelphia area.
Outside of Philadelphia, UAC is largely unknown and fiscal sponsorship, in general, is not a widely understood or accessed service. A standalone fiscal sponsorship product will differentiate UAC from its competitors, allowing customers to view the benefits and cost savings provided by the UAC model. Potential partners will be able to judge UAC on its own merits, using real financial data, rather than having to be educated about fiscal sponsorship as a concept.
1 - Market consolidation is an unanticipated consequence of the long-term undercapitalization of the nonprofit sector. The nonprofit sector has always had a large number of small-sized nonprofits that face barriers to organic growth, such as limited access to capital and a high degree of competitive pressure. Despite this barrier to growth, there is a proliferation of new nonprofit organizations. These factors indicate that a massive market consolidation might be on the horizon, leading to mergers and acquisitions intended to keep fledgling nonprofits afloat and to increase the efficiency of established organizations.
2 - Many of UACs long term goals, such as restructuring the organization, and adding new complex competencies will require significant upfront capital expenses. Not to mention that many organizations, in order to join the Coalition, may need some form of short-term capitalization to achieve stability, which may eventually result in long term growth. UAC’s 2015-2020 investment plan is focused on creating a basis for organizational sustainability, both for UAC and its program partners, giving the organization the financial stability and capabilities to meet the challenges facing the sector and bring on programs and partners where there is mutual benefit.
In the next five years UAC is preparing to make changes that will profoundly alter the structure and scope of the organization. These changes will require significant upfront capital expenses. In order to provide for these expenses and facilitate sustained growth, UAC needs to seek outside investment. UAC’s objective is to achieve break-even and advance to a completely sustainable model by 2018.
3- A standalone branded fiscal sponsorship product will allow UAC to market its services across a far wider geography and on its own footing. Currently, our flagship brand, Urban Affairs Coalition, is strong and respected, in particular, within the greater Philadelphia area.
Outside of Philadelphia, UAC is largely unknown and fiscal sponsorship, in general, is not a widely understood or accessed service. A standalone fiscal sponsorship product will differentiate UAC from its competitors, allowing customers to view the benefits and cost savings provided by the UAC model. Potential partners will be able to judge UAC on its own merits, using real financial data, rather than having to be educated about fiscal sponsorship as a concept.
1 - Market consolidation is an unanticipated consequence of the long-term undercapitalization of the nonprofit sector. The nonprofit sector has always had a large number of small-sized nonprofits that face barriers to organic growth, such as limited access to capital and a high degree of competitive pressure. Despite this barrier to growth, there is a proliferation of new nonprofit organizations. These factors indicate that a massive market consolidation might be on the horizon, leading to mergers and acquisitions intended to keep fledgling nonprofits afloat and to increase the efficiency of established organizations.
2 - Many of UACs long term goals, such as restructuring the organization, and adding new complex competencies will require significant upfront capital expenses. Not to mention that many organizations, in order to join the Coalition, may need some form of short-term capitalization to achieve stability, which may eventually result in long term growth. UAC’s 2015-2020 investment plan is focused on creating a basis for organizational sustainability, both for UAC and its program partners, giving the organization the financial stability and capabilities to meet the challenges facing the sector and bring on programs and partners where there is mutual benefit.
In the next five years UAC is preparing to make changes that will profoundly alter the structure and scope of the organization. These changes will require significant upfront capital expenses. In order to provide for these expenses and facilitate sustained growth, UAC needs to seek outside investment. UAC’s objective is to achieve break-even and advance to a completely sustainable model by 2018.
3- A standalone branded fiscal sponsorship product will allow UAC to market its services across a far wider geography and on its own footing. Currently, our flagship brand, Urban Affairs Coalition, is strong and respected, in particular, within the greater Philadelphia area.
Outside of Philadelphia, UAC is largely unknown and fiscal sponsorship, in general, is not a widely understood or accessed service. A standalone fiscal sponsorship product will differentiate UAC from its competitors, allowing customers to view the benefits and cost savings provided by the UAC model. Potential partners will be able to judge UAC on its own merits, using real financial data, rather than having to be educated about fiscal sponsorship as a concept.
1 - Market consolidation is an unanticipated consequence of the long-term undercapitalization of the nonprofit sector. The nonprofit sector has always had a large number of small-sized nonprofits that face barriers to organic growth, such as limited access to capital and a high degree of competitive pressure. Despite this barrier to growth, there is a proliferation of new nonprofit organizations. These factors indicate that a massive market consolidation might be on the horizon, leading to mergers and acquisitions intended to keep fledgling nonprofits afloat and to increase the efficiency of established organizations.
2 - Many of UACs long term goals, such as restructuring the organization, and adding new complex competencies will require significant upfront capital expenses. Not to mention that many organizations, in order to join the Coalition, may need some form of short-term capitalization to achieve stability, which may eventually result in long term growth. UAC’s 2015-2020 investment plan is focused on creating a basis for organizational sustainability, both for UAC and its program partners, giving the organization the financial stability and capabilities to meet the challenges facing the sector and bring on programs and partners where there is mutual benefit.
In the next five years UAC is preparing to make changes that will profoundly alter the structure and scope of the organization. These changes will require significant upfront capital expenses. In order to provide for these expenses and facilitate sustained growth, UAC needs to seek outside investment. UAC’s objective is to achieve break-even and advance to a completely sustainable model by 2018.
3- A standalone branded fiscal sponsorship product will allow UAC to market its services across a far wider geography and on its own footing. Currently, our flagship brand, Urban Affairs Coalition, is strong and respected, in particular, within the greater Philadelphia area.
Outside of Philadelphia, UAC is largely unknown and fiscal sponsorship, in general, is not a widely understood or accessed service. A standalone fiscal sponsorship product will differentiate UAC from its competitors, allowing customers to view the benefits and cost savings provided by the UAC model. Potential partners will be able to judge UAC on its own merits, using real financial data, rather than having to be educated about fiscal sponsorship as a concept.
1 - Market consolidation is an unanticipated consequence of the long-term undercapitalization of the nonprofit sector. The nonprofit sector has always had a large number of small-sized nonprofits that face barriers to organic growth, such as limited access to capital and a high degree of competitive pressure. Despite this barrier to growth, there is a proliferation of new nonprofit organizations. These factors indicate that a massive market consolidation might be on the horizon, leading to mergers and acquisitions intended to keep fledgling nonprofits afloat and to increase the efficiency of established organizations.
2 - Many of UACs long term goals, such as restructuring the organization, and adding new complex competencies will require significant upfront capital expenses. Not to mention that many organizations, in order to join the Coalition, may need some form of short-term capitalization to achieve stability, which may eventually result in long term growth. UAC’s 2015-2020 investment plan is focused on creating a basis for organizational sustainability, both for UAC and its program partners, giving the organization the financial stability and capabilities to meet the challenges facing the sector and bring on programs and partners where there is mutual benefit.
In the next five years UAC is preparing to make changes that will profoundly alter the structure and scope of the organization. These changes will require significant upfront capital expenses. In order to provide for these expenses and facilitate sustained growth, UAC needs to seek outside investment. UAC’s objective is to achieve break-even and advance to a completely sustainable model by 2018.
3- A standalone branded fiscal sponsorship product will allow UAC to market its services across a far wider geography and on its own footing. Currently, our flagship brand, Urban Affairs Coalition, is strong and respected, in particular, within the greater Philadelphia area.
Outside of Philadelphia, UAC is largely unknown and fiscal sponsorship, in general, is not a widely understood or accessed service. A standalone fiscal sponsorship product will differentiate UAC from its competitors, allowing customers to view the benefits and cost savings provided by the UAC model. Potential partners will be able to judge UAC on its own merits, using real financial data, rather than having to be educated about fiscal sponsorship as a concept.
1 - Market consolidation is an unanticipated consequence of the long-term undercapitalization of the nonprofit sector. The nonprofit sector has always had a large number of small-sized nonprofits that face barriers to organic growth, such as limited access to capital and a high degree of competitive pressure. Despite this barrier to growth, there is a proliferation of new nonprofit organizations. These factors indicate that a massive market consolidation might be on the horizon, leading to mergers and acquisitions intended to keep fledgling nonprofits afloat and to increase the efficiency of established organizations.
2 - Many of UACs long term goals, such as restructuring the organization, and adding new complex competencies will require significant upfront capital expenses. Not to mention that many organizations, in order to join the Coalition, may need some form of short-term capitalization to achieve stability, which may eventually result in long term growth. UAC’s 2015-2020 investment plan is focused on creating a basis for organizational sustainability, both for UAC and its program partners, giving the organization the financial stability and capabilities to meet the challenges facing the sector and bring on programs and partners where there is mutual benefit.
In the next five years UAC is preparing to make changes that will profoundly alter the structure and scope of the organization. These changes will require significant upfront capital expenses. In order to provide for these expenses and facilitate sustained growth, UAC needs to seek outside investment. UAC’s objective is to achieve break-even and advance to a completely sustainable model by 2018.
3- A standalone branded fiscal sponsorship product will allow UAC to market its services across a far wider geography and on its own footing. Currently, our flagship brand, Urban Affairs Coalition, is strong and respected, in particular, within the greater Philadelphia area.
Outside of Philadelphia, UAC is largely unknown and fiscal sponsorship, in general, is not a widely understood or accessed service. A standalone fiscal sponsorship product will differentiate UAC from its competitors, allowing customers to view the benefits and cost savings provided by the UAC model. Potential partners will be able to judge UAC on its own merits, using real financial data, rather than having to be educated about fiscal sponsorship as a concept.
1 - Market consolidation is an unanticipated consequence of the long-term undercapitalization of the nonprofit sector. The nonprofit sector has always had a large number of small-sized nonprofits that face barriers to organic growth, such as limited access to capital and a high degree of competitive pressure. Despite this barrier to growth, there is a proliferation of new nonprofit organizations. These factors indicate that a massive market consolidation might be on the horizon, leading to mergers and acquisitions intended to keep fledgling nonprofits afloat and to increase the efficiency of established organizations.
2 - Many of UACs long term goals, such as restructuring the organization, and adding new complex competencies will require significant upfront capital expenses. Not to mention that many organizations, in order to join the Coalition, may need some form of short-term capitalization to achieve stability, which may eventually result in long term growth. UAC’s 2015-2020 investment plan is focused on creating a basis for organizational sustainability, both for UAC and its program partners, giving the organization the financial stability and capabilities to meet the challenges facing the sector and bring on programs and partners where there is mutual benefit.
In the next five years UAC is preparing to make changes that will profoundly alter the structure and scope of the organization. These changes will require significant upfront capital expenses. In order to provide for these expenses and facilitate sustained growth, UAC needs to seek outside investment. UAC’s objective is to achieve break-even and advance to a completely sustainable model by 2018.
3- A standalone branded fiscal sponsorship product will allow UAC to market its services across a far wider geography and on its own footing. Currently, our flagship brand, Urban Affairs Coalition, is strong and respected, in particular, within the greater Philadelphia area.
Outside of Philadelphia, UAC is largely unknown and fiscal sponsorship, in general, is not a widely understood or accessed service. A standalone fiscal sponsorship product will differentiate UAC from its competitors, allowing customers to view the benefits and cost savings provided by the UAC model. Potential partners will be able to judge UAC on its own merits, using real financial data, rather than having to be educated about fiscal sponsorship as a concept.
1 - Market consolidation is an unanticipated consequence of the long-term undercapitalization of the nonprofit sector. The nonprofit sector has always had a large number of small-sized nonprofits that face barriers to organic growth, such as limited access to capital and a high degree of competitive pressure. Despite this barrier to growth, there is a proliferation of new nonprofit organizations. These factors indicate that a massive market consolidation might be on the horizon, leading to mergers and acquisitions intended to keep fledgling nonprofits afloat and to increase the efficiency of established organizations.
2 - Many of UACs long term goals, such as restructuring the organization, and adding new complex competencies will require significant upfront capital expenses. Not to mention that many organizations, in order to join the Coalition, may need some form of short-term capitalization to achieve stability, which may eventually result in long term growth. UAC’s 2015-2020 investment plan is focused on creating a basis for organizational sustainability, both for UAC and its program partners, giving the organization the financial stability and capabilities to meet the challenges facing the sector and bring on programs and partners where there is mutual benefit.
In the next five years UAC is preparing to make changes that will profoundly alter the structure and scope of the organization. These changes will require significant upfront capital expenses. In order to provide for these expenses and facilitate sustained growth, UAC needs to seek outside investment. UAC’s objective is to achieve break-even and advance to a completely sustainable model by 2018.
3- A standalone branded fiscal sponsorship product will allow UAC to market its services across a far wider geography and on its own footing. Currently, our flagship brand, Urban Affairs Coalition, is strong and respected, in particular, within the greater Philadelphia area.
Outside of Philadelphia, UAC is largely unknown and fiscal sponsorship, in general, is not a widely understood or accessed service. A standalone fiscal sponsorship product will differentiate UAC from its competitors, allowing customers to view the benefits and cost savings provided by the UAC model. Potential partners will be able to judge UAC on its own merits, using real financial data, rather than having to be educated about fiscal sponsorship as a concept.
1 - Market consolidation is an unanticipated consequence of the long-term undercapitalization of the nonprofit sector. The nonprofit sector has always had a large number of small-sized nonprofits that face barriers to organic growth, such as limited access to capital and a high degree of competitive pressure. Despite this barrier to growth, there is a proliferation of new nonprofit organizations. These factors indicate that a massive market consolidation might be on the horizon, leading to mergers and acquisitions intended to keep fledgling nonprofits afloat and to increase the efficiency of established organizations.
2 - Many of UACs long term goals, such as restructuring the organization, and adding new complex competencies will require significant upfront capital expenses. Not to mention that many organizations, in order to join the Coalition, may need some form of short-term capitalization to achieve stability, which may eventually result in long term growth. UAC’s 2015-2020 investment plan is focused on creating a basis for organizational sustainability, both for UAC and its program partners, giving the organization the financial stability and capabilities to meet the challenges facing the sector and bring on programs and partners where there is mutual benefit.
In the next five years UAC is preparing to make changes that will profoundly alter the structure and scope of the organization. These changes will require significant upfront capital expenses. In order to provide for these expenses and facilitate sustained growth, UAC needs to seek outside investment. UAC’s objective is to achieve break-even and advance to a completely sustainable model by 2018.
3- A standalone branded fiscal sponsorship product will allow UAC to market its services across a far wider geography and on its own footing. Currently, our flagship brand, Urban Affairs Coalition, is strong and respected, in particular, within the greater Philadelphia area.
Outside of Philadelphia, UAC is largely unknown and fiscal sponsorship, in general, is not a widely understood or accessed service. A standalone fiscal sponsorship product will differentiate UAC from its competitors, allowing customers to view the benefits and cost savings provided by the UAC model. Potential partners will be able to judge UAC on its own merits, using real financial data, rather than having to be educated about fiscal sponsorship as a concept.
1 - Market consolidation is an unanticipated consequence of the long-term undercapitalization of the nonprofit sector. The nonprofit sector has always had a large number of small-sized nonprofits that face barriers to organic growth, such as limited access to capital and a high degree of competitive pressure. Despite this barrier to growth, there is a proliferation of new nonprofit organizations. These factors indicate that a massive market consolidation might be on the horizon, leading to mergers and acquisitions intended to keep fledgling nonprofits afloat and to increase the efficiency of established organizations.
2 - Many of UACs long term goals, such as restructuring the organization, and adding new complex competencies will require significant upfront capital expenses. Not to mention that many organizations, in order to join the Coalition, may need some form of short-term capitalization to achieve stability, which may eventually result in long term growth. UAC’s 2015-2020 investment plan is focused on creating a basis for organizational sustainability, both for UAC and its program partners, giving the organization the financial stability and capabilities to meet the challenges facing the sector and bring on programs and partners where there is mutual benefit.
In the next five years UAC is preparing to make changes that will profoundly alter the structure and scope of the organization. These changes will require significant upfront capital expenses. In order to provide for these expenses and facilitate sustained growth, UAC needs to seek outside investment. UAC’s objective is to achieve break-even and advance to a completely sustainable model by 2018.
3- A standalone branded fiscal sponsorship product will allow UAC to market its services across a far wider geography and on its own footing. Currently, our flagship brand, Urban Affairs Coalition, is strong and respected, in particular, within the greater Philadelphia area.
Outside of Philadelphia, UAC is largely unknown and fiscal sponsorship, in general, is not a widely understood or accessed service. A standalone fiscal sponsorship product will differentiate UAC from its competitors, allowing customers to view the benefits and cost savings provided by the UAC model. Potential partners will be able to judge UAC on its own merits, using real financial data, rather than having to be educated about fiscal sponsorship as a concept.
1 - Market consolidation is an unanticipated consequence of the long-term undercapitalization of the nonprofit sector. The nonprofit sector has always had a large number of small-sized nonprofits that face barriers to organic growth, such as limited access to capital and a high degree of competitive pressure. Despite this barrier to growth, there is a proliferation of new nonprofit organizations. These factors indicate that a massive market consolidation might be on the horizon, leading to mergers and acquisitions intended to keep fledgling nonprofits afloat and to increase the efficiency of established organizations.
2 - Many of UACs long term goals, such as restructuring the organization, and adding new complex competencies will require significant upfront capital expenses. Not to mention that many organizations, in order to join the Coalition, may need some form of short-term capitalization to achieve stability, which may eventually result in long term growth. UAC’s 2015-2020 investment plan is focused on creating a basis for organizational sustainability, both for UAC and its program partners, giving the organization the financial stability and capabilities to meet the challenges facing the sector and bring on programs and partners where there is mutual benefit.
In the next five years UAC is preparing to make changes that will profoundly alter the structure and scope of the organization. These changes will require significant upfront capital expenses. In order to provide for these expenses and facilitate sustained growth, UAC needs to seek outside investment. UAC’s objective is to achieve break-even and advance to a completely sustainable model by 2018.
3- A standalone branded fiscal sponsorship product will allow UAC to market its services across a far wider geography and on its own footing. Currently, our flagship brand, Urban Affairs Coalition, is strong and respected, in particular, within the greater Philadelphia area.
Outside of Philadelphia, UAC is largely unknown and fiscal sponsorship, in general, is not a widely understood or accessed service. A standalone fiscal sponsorship product will differentiate UAC from its competitors, allowing customers to view the benefits and cost savings provided by the UAC model. Potential partners will be able to judge UAC on its own merits, using real financial data, rather than having to be educated about fiscal sponsorship as a concept.
1 - Market consolidation is an unanticipated consequence of the long-term undercapitalization of the nonprofit sector. The nonprofit sector has always had a large number of small-sized nonprofits that face barriers to organic growth, such as limited access to capital and a high degree of competitive pressure. Despite this barrier to growth, there is a proliferation of new nonprofit organizations. These factors indicate that a massive market consolidation might be on the horizon, leading to mergers and acquisitions intended to keep fledgling nonprofits afloat and to increase the efficiency of established organizations.
2 - Many of UACs long term goals, such as restructuring the organization, and adding new complex competencies will require significant upfront capital expenses. Not to mention that many organizations, in order to join the Coalition, may need some form of short-term capitalization to achieve stability, which may eventually result in long term growth. UAC’s 2015-2020 investment plan is focused on creating a basis for organizational sustainability, both for UAC and its program partners, giving the organization the financial stability and capabilities to meet the challenges facing the sector and bring on programs and partners where there is mutual benefit.
In the next five years UAC is preparing to make changes that will profoundly alter the structure and scope of the organization. These changes will require significant upfront capital expenses. In order to provide for these expenses and facilitate sustained growth, UAC needs to seek outside investment. UAC’s objective is to achieve break-even and advance to a completely sustainable model by 2018.
3- A standalone branded fiscal sponsorship product will allow UAC to market its services across a far wider geography and on its own footing. Currently, our flagship brand, Urban Affairs Coalition, is strong and respected, in particular, within the greater Philadelphia area.
Outside of Philadelphia, UAC is largely unknown and fiscal sponsorship, in general, is not a widely understood or accessed service. A standalone fiscal sponsorship product will differentiate UAC from its competitors, allowing customers to view the benefits and cost savings provided by the UAC model. Potential partners will be able to judge UAC on its own merits, using real financial data, rather than having to be educated about fiscal sponsorship as a concept.
