By Mal Warwick
Do not panic. flippantly, capably (as just a absolutely immersed 30 yr veteran and thought-leader can be), Mal Warwick examines the downturn and its influence on charitable giving some time past (the unmarried top research i have encountered), then explains what moderate and made up our minds nonprofits can do to counter the sick effects.
Mal explains what to do, why to do it, whilst to do it, and the way. With the agility of a gymnast, he strikes the reader in the course of the internal workings of the Boston Matrix (which is helping you choose which fundraising actions to chop and which to avoid wasting) ... to a very good, speedy dialogue of junk mail "creativity" and its down part ... to segmentation ... to stepping up your efforts on-line. i would name this a again to fundamentals publication, yet i feel that is deceptive. i believe this can be extra a "back to the fundamentals you've been doing all alongside yet most likely were not, with a ton of recent learn and insights added." Empowering. wonderful. Reassuring. critical (i.e., no longer for the weak). It joins a line of crucial books through Mal Warwick that experience enlightened (and, now might be, helped retailer) numerous nonprofits.
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Extra info for Fundraising When Money Is Tight: A Strategic and Practical Guide to Surviving Tough Times and Thriving in the Future
Now, all of a sudden, through no fault of your own— or of anyone you know—your organization’s income is trending down, or threatening to do so, and prospects for the months ahead are bleak. Perhaps the endowment’s shrinking. Corporate gifts may be drying up. Foundations are pulling back. And even some of your loyal individual donors are giving less, and giving less frequently. Fundraising When Money Is Tight suggests a way forward—an approach to fundraising for nonprofits that promises to maximize your organization’s income in the short term while preserving a foundation for renewed growth once the economic crisis is over.
But don’t take that cautionary news as cause for panic. It would be a mistake to assume that the bottom will drop out just because you’re feeling (or fearing) some effects now. 9 FUNDRAISING WHEN MONEY IS TIGHT Corporate contributions also tend to shrink as corporate profits decline, and more quickly than at many foundations, although the impact of a poor economy affects different companies in very different ways. Many companies manage to stay profitable through cost cutting even in a down economy.
5 million nonprofit organizations in the United States and 10 million worldwide. Even if you apply a more restrictive definition and count only active, functioning nonprofits with paid staff managing programs dedicated to legitimate educational and charitable purposes, there are tens, perhaps hundreds, of thousands. No straightforward prescription could possibly cure all their financial ills. However, the path I describe should minimize the short-run damage and maximize the long-term potential for nonprofits that have already achieved a high enough degree of diversification in their development programs that they’re no longer heavily dependent on one or a handful of donors.