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Need-response creatively bridges the divide between “for profit” private goods and “nonprofit” public goods. A for-profit service provider hires professional need-responders to guide each wellness campaign. The revenue goes first to the nonprofit Anankelogy Foundation, whose priority is not the service provider’s bottom line but the wellbeing of each campaign participant. The Foundation distributes the campaign’s revenue to the service provider and their professional need-responders only after the service provider demonstrates they are fulfilling the public good of delivering on the wellbeing of campaign participants. The nimble benefits of private enterprise are kept in check to serve the noble benefits of the public good. Such integration can more effectively resolve our underserved needs.
Which do you think is more likely?
A registered nonprofit is not allowed to earn any profit.
OR
A registered nonprofit can earn profit as long as it’s invested in its mission.
Did you know a nonprofit can still earn profit? That's something of a misnomer. Consider a public hospital that pays its medical staff largely from health insurance revenue streams, and then is able to have some money left over after covering all costs. The same applies to state universities. These are nonprofits. And they both enjoy some profit.
As a publicly registered nonprofit, such institutions are not allowed to pour all that profit into the pockets of those helping to create such value. That’s called inurement, which is a type of conflict of interest suggesting an abuse of power. Any profit must go back into serving the public good of its founding mission. That’s exactly what we’re doing here, to hold power in check.
The Anankelogy Foundation works with private enterprise providers but collects all revenue on their behalf. Then the Foundation appropriately channels this revenue to where duly appointed. It broadly follows this three-phase process.
1. Campaign revenue
Each wellness campaign receives two funding streams. First, the campaigner subscribes to each phase to provide the professional need-responder (PNR) with a minimal level of compensation. Second, the campaigner invites supporters to invest in their wellness goal, providing additional revenue into the campaign. With the exception of the ALLY phase, these amounts increase with each subsequent campaign phase. Increased support can actually lower the campaigner’s financial obligation.
1.1 Campaigner subscription revenue
Each subscription phase provides a weekly session and other standard services with the PNR. Extra sessions and options may be available at the discretion of the PNR for the right price.
BASE phase - $120 per month ($150 less 30 to AF)
This comes to about $30 per billable hour to the PNR. The PNR typically invests about one hour of unbillable time for each billable hour for the first client (i.e., campaigner or proxy). The weekly online session is just under an hour, following the standard of psychotherapists—to allow time in between for notetaking and preparing for their next scheduled session.
Each additional client allows the PNR to earn more, as their unbillable time can serve multiple clients with the same or similar tasks. For example, investing half an hour per week responding to each campaigner’s email inquiries and similar preparatory tasks.
During the campaigner’s 14-day trial, the service provider can request the Foundation to cover their uncompensated expenses. Or the Foundation may have a service agreement with the service provider to cover revenue not collected during this free trial.
ALLY phase - $120 per month ($150 less 30 to AF)
This also comes to about $30 per billable hour to the PNR. The PNR continues to invest about one hour of unbillable time for each billable hour. The more clients served each week, the less unbillable time required to deliver the service. For example, investing a half hour per week orienting the ally to the program.
The Foundation forwards the $120 directly each month to the PNR. Or the Foundation contracts with a service provider to channel this set amount to the PNR.
TEAM phase - $180 per month ($225-45 to AF)
This comes to about $45 per billable hour to the PNR. The PNR likely must spend more unbillable time per billable hour in the early days of the TEAM phase. The more clients served each week, the less unbillable time required to deliver the service. For example, investing a half hour per week replying to inquiries from the campaigner’s invitees. Especially if the ally takes on more of these tasks.
The Foundation forwards the $180 directly each month to the PNR. Or the Foundation contracts with a service provider to channel this set amount to the PNR.
GROW phase - $240 per month ($300-60 to AF)
This comes to about $60 per billable hour to the PNR. The increase helps to cover the increased responsibilities assumed by the PNR. Overseeing multiple campaigns at the TEAM and GROW phases can be both prestigious and demanding. The PNR stretches to meet these demands in ways that can inspire campaign members to also rise to the challenge.
The Foundation forwards the $240 directly each month to the PNR. Or the Foundation contracts with a service provider to channel this set amount to the PNR.
GOAL phase - $360 per month ($450-90 to AF)
This comes to about $90 per billable hour to the professional need-responder. Advocating for the campaigner to speak truth to power while simultaneously incentivizing each contacted powerholder to listen to those impacted creates a unique challenge. PNRs who can successfully pull this off earn every dime for creating this pioneering value toward resolving needs.
The Foundation forwards the $360 directly each month to the PNR. Or the Foundation contracts with a service provider to channel this set amount to the PNR.
1.2 Supporter & patron subscriptions revenue
After the campaigner subscription provides a base service pay for the PNR, the other subscription options provide additional support revenue into the campaign.
Each to subscribe as a follower merely follows the campaign for free. They will be invited to donate to the Anankelogy Foundation to continue building this dream machine. But their membership on the campaigner’s support team does nothing to financially underwrite it.
We periodically invite followers to upgrade to be more actively involved in the campaign. We anticipate many of these will become investing supporters and patrons in the later phases of the campaign. So we don’t count them financially just yet.
Each to subscribe as a support invests $25 each month to the campaign. A campaigner may have the option to onboard a hesitant supporter with a discount. If this enables more supporters to invest in the campaign, then the total raised revenue can more than compensate for the lowered subscription revenue.
Four support level subscriptions bring $100 each month into the campaign. Or eight supporters receiving a 50% discount bring in $100 each month. Ten supporters monthly bring $125 to $250 into the campaign.
Each to subscribe as a patron invests $50 each month to the campaign. A campaigner may have the option to onboard a hesitant patron with a discount. If this enables more to financially patronize the campaign, then the total raised revenue can more than compensate for the lowered subscription revenue.
Two patron level subscriptions bring $100 each month into the campaign. Or four patrons receiving a 50% discount bring in $100 each month. Ten patrons monthly bring $250 to $500 into the campaign.
As each phase costs more than the previous phase, adding supporters and patrons can lower the campaigner’s costs. This added revenue can also enable the campaigner to seek any available added services. The option of distributing some of this revenue to each supporter and patron who stays with the campaign until the end is under consideration.
1.3 Total campaign revenue
Each campaign is funded by the campaigner’s monthly $150 subscription plus the total monthly subscriptions of that campaign’s supporters and patrons. Once the campaign draws more revenue than necessary to cover the campaigner’s costs, the Foundation and service providers start receiving their share.
When a proxy must stand in for the client with the targeted wellness goal, the proxy subscribes as the campaigner. This proxy typically fills the ally role. But each campaign may be different. For example, a proxy helping their incarcerated yet innocent loved one reach their wellness goal of exoneration, this proxy ally fills in the role of a campaigner.
2. Revenue distribution
Each revenue stream is dedicated to cover a certain aspect of providing wellness campaigns as both a private good of free enterprise and a public good of this nonprofit Foundation. We’ve designed this distribution to balance both interests. Neither side should be able to dominate and distort the intended outcomes of wellness, of more resolved needs.
2.1 Total campaign revenue
Unlike the typical nonprofit, the Foundation does not rely on donor campaigns nor grants to fund its operations. It may seek some grants to get started. But once the public appreciates wellness campaigns as a preferred option, the Foundation could be positioned to draw immense amounts of revenue.
Besides revenue from campaigns, the Foundation can be self-sufficient selling online courses qualifying professional need-responders. The Foundation passes most campaign revenue to those providing this valuable service.
2.2 Anankelogy Foundation platform fee
The Foundation retains 20% of all campaigner revenue. It forwards the remaining 80% of the monthly campaigner revenue to the service provider. All of this forwarded campaigner revenue goes directly to the PNR for minimal compensation.
BASE & ALLY phases: $150 less $30 = $120 to the PNR each month.
TEAM phase: $225 less $45 = $180 to the PNR each month.
GROW phase: $300 less $60 = $240 to the PNR each month.
GOAL phase: $450 less $90 = $360 to the PNR each month.
The Foundation retains half of all supporter and patron monthly revenue. This revenue goes into three separate accounts.
Cost coverage account. This covers the salaries of Foundation staff and the Foundation’s operating costs. As a nonprofit, salaries are kept reasonable to avoid any problem of “inurement” or undue influence of excessively compensated “public good” staff.
PNR incentive bonus pay. Check below for what this is about.
Investment pool. Remaining revenue accrues into a publicly available “pool” to help campaigns cover additional costs. This applies specifically to project and movement campaigns that attract growing attention.
If the campaigner chooses to lower their financial obligation by having supporters or patrons help cover the monthly campaigner subscription, then calculating half begins after this primary obligation is covered. This applies to any proxy-led campaign, who covers the campaign subscription on behalf of the campaigner with the targeted wellness goal.
2.3 Contracted service providers
After the Foundation retains half of all supporter and patron revenue, it forwards the other half to the service provider. This provides the service provider their primary source of revenue. This incentivizes the provider to encourage their PNRs to include as many supporters and patrons as possible.
If a campaign onboards 30 supporters and 15 patrons (without any discounts), the campaign would pull in $1500 each month to distribute 50/50. After the Foundation retains its $750 share, it transfers the other $750 each month to the service provider. At least for the duration of the campaign.
3. Need-responder income
Each PNR receives compensation both from the Foundation and from the service provider employing or contracting them. If contracted, the provider must compensate the PNR according to the standards set by the Foundation. Employment compensation would fall under the discretion afforded by whichever jurisdiction that provider is in.
3.1 Contracted service providers
Considering each service provider and their PNRs could run several campaigns, this offers a viable income stream to providers. Best practices suggest each PNR not oversee too many followers, supporters and patrons per campaign. Or they may work with their service provider employer or contractor to have more than one PNR guiding larger campaigns.
Imagine a service provider contracting (or employing) ten PNRs who each oversee ten campaigns. If each brings in $500 per month, the provider takes in $600,000 annually. If contracting 25 PNRs with 20 campaigns each, and each brings in $1000 per month, the provider revenue climbs to $6 million per year.
3.2 Service operating costs
Each provider retains discretion how to best invest their earned income. As a private entity, they can accrue a profit. But the Foundation incentivizes each service provider to prioritize the public good of collective wellness over any private good.
Typically, the service provider uses this revenue to cover their operating costs. This includes overhead costs. And paying salaries of staff not directly serving campaign clients.
Service providers may provide additional income to NPRs beyond what they receive directly from the Foundation. Eventually, each provider will have to compete for qualified need-responders, and this may incentivize them to do what they find necessary to retain their talent.
3.3 Need-responder income
The PNR starts each campaign compensated fairly at a minimal “service pay” level. Their standard income increases after the ALLY phase. As the campaign gains tractions, their compensation can potentially explode. Upon completion of each campaign, they’re eligible to receive incentive pay and a bonus directly from the Foundation.
3.3.1 Service pay
As covered earlier, the PNR receives a base service pay for their documented hours serving the campaign. This begins humbly enough at $120 per month for providing weekly sessions. Then rises to $360 by the final phase.
This assures the PNR can afford to provide the service prior to the campaign taking off. The more PNR invests their time and effort serving all the identified needs, the more they should see a return on their investment.
The revenue gets sent directly to the service provider for the PNR. It’s up to the service provider to either instantly forward that amount to the PNR or to distribute it on a weekly or other timely basis.
3.3.2 Incentive pay
Upon completion of the campaign, when the GOAL phase draws to a close, the Foundation independently asses how far the campaign reached its targeted wellness goal. From its PNR incentive bonus pay account, the Foundation awards the PNR.
If the campaign meets or excels its targeted goal, the PNR receives the full eligible amount of incentive pay. That specific amount has yet to be determined.
If the wellness goal was not fully reached, the Foundation prorates the incentive pay according to the degree the goal was reached. If the campaigner only reaches 50% of their stated goal, the PNR receives only 50% of eligible incentive pay. If the goal was to lose 20 pounds (or 9 kilograms) and the campaigner was found to only lose or keep off ten pounds (or 4.5 kilograms), then the PNR receives only half of the eligible incentive pay.
3.3.3 Bonus pay
Upon completion of the campaign, the Foundation also independently assesses how many powerholders (i.e., AI) invested in the campaign’s wellness target. And how satisfied they are with the experience of earned legitimacy and testimonials of demonstrated responsiveness.
Just like the bonus pay, the Foundation draws this from its PNR incentive bonus pay account. If the campaign invited six powerholding AI and all six confirm they benefited from the experience, the PNR qualifies for full bonus pay.
If four powerholding AI joined but one of them quit early, and only one of them confirmed they benefited from the experience, the PNR only receives 25% of this eligible bonus. If no powerholder confirms they benefited with earned legitimacy or from testimonials of their documented responsiveness, the PNR receives no bonus pay. If four of eight eligible powerholders affirm the value of their improved responsiveness and legitimacy, the PNR receives only 50% of eligible bonus pay.
Eligible portions not sent to the PNR gets transferred to the Foundation’s investment pool. Again, the specific eligible amount of such a bonus has yet to be determined. Both incentive pay and bonus pay exists to incentivize PNR to prioritize the public good of otherwise elusive wellness outcomes.
Final thoughts on campaign revenue and distribution
Keep in mind this applies primarily to a simple “case” wellness campaign. A “project” wellness campaign requires more details than can be adequately covered here. A “movement” campaign is a whole ‘nother beast. So let’s first focus on the “case campaign” money.
All this has yet to be tested under real world conditions. And these numbers reflect current cost and income standards, which can vastly change with increasing inflation. We’re trying something completely new, while learning from some things tried and true.
Example of hospitals and universities
This economic model mirrors what public hospitals and public universities already do. Hospitals charge patients, who typically have health insurance. Universities charge students for tuition, who typically have scholarships and student loans.
These hospitals and universities regularly draw in more revenue than necessary to cover their basic costs. That creates profit. They always find somewhere to put the added funds that benefits the institution and not its individuals. Doctors and professors can still command significant salaries without slipping into the problem of inurement or private benefit.
Much as hospitals and universities hire independent contractors who can earn large sums of money, the Foundation works with free enterprise service providers. This seeks the advantages of both a private good available in a free market and a public good limiting risks of market distortions on public goods. We pioneer a creative balance that safeguards incentivizing productivity while avoiding the pitfalls of private inurement and private benefit.
Investing in your wellness
We challenge the stale norm that views wellness as a private matter. HIPPA statutes work best to keep your personal health private by your choice, not to hide the ill effects of abusive power. A wellness campaign challenges powerholders who ignobly benefit from keeping their negative impacts on our wellbeing a highly private matter.
If my mental health challenges stem primarily or squarely from their abuses of power, I am not embarrassed to shout it to the world. We dare shift any stigma from vulnerable suffers to powerful offenders. But in a nonthreatening way that mutually respects each other’s needs. We then dare charge them for the privilege.
In contrast to psychotherapy commonly viewed as a health cost, we regard a need-response “wellness campaign” as a shared investment. The campaigner’s improved wellness spills over into the improved lives of their active supporters. Including powerholders who learn to improve their marketable responsiveness to our overlooked needs.
This pioneering service comes with a pioneering revenue model
We think such value deserves fair compensation to the PNRs who deliver this new kind of service. We offer something we see sorely needed but not yet provided anywhere else. Demand for wellness campaigns could quickly outpace the supply of qualified need-responders. We may need some startup revenue to meet the burgeoning demand.
So let’s learn together to spread the love of mutual respect for each other’s needs by ensuring all the costs are properly covered. And let’s always value our positive regard for each other far more than the bottom line. No matter how the money flows, let’s remember that we are all priceless.
Your responsiveness to wellness campaign revenue & distribution
Your turn. Consider one or more of these options to respond to this need-responsive content.
Learn more about a wellness campaign by taking this free online course. Decide for yourself to start your own campaign, after taking these four quick steps.
Consider becoming a professional need-responder. The first qualifying course stretches your comfort zone. It too is FREE. Once you're registered to the site, you can instantly start qualifying to oversee one of these wellness campaigns.
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