Nonprofit Finance for Hard Times: Leadership Strategies When Economies Falter

Praise for
Nonprofit Finance for Hard Times
"Nonprofits provide a wide range of essential services across this nation. Economic crisis can cripple the financial health of these nonprofits just as the crisis itself is heightening the demand for their services. Nonprofit Finance for Hard Times is a thorough yet wide–ranging analysis of the intersections between economic storms and nonprofit capacity. More importantly, it provides a unique framework for developing strategies to diversify revenue sources in ways that will increase a nonprofit′s abilities to withstand the buffeting of those storms. Nonprofit Finance for Hard Times is a must read for nonprofit managers, Boards, and the philanthropists who are invested in their success."
—The Honorable and Mrs. Rudolph W. Giuliani
"Nonprofit Finance for Hard Times challenges the nonprofit sector to seize opportunity from the jaws of economic crisis. Premised on an explicit philosophy that places community engagement at the heart of both nonprofit action and philanthropic giving, this book provides both financial strategy for nonprofit organizational growth and core concepts of leadership that will deeply embed community participation in the structure and success of nonprofits. Stronger nonprofits and more effective philanthropy need not be left to the fates. Nonprofit Finance for Hard Times provides strategy and leadership to ensure that institutions that are dedicated to community well–being do not themselves fall ill in economic crisis. The data are rigorous, the analysis is astute, and the strategies can and should be part of the planning process for nonprofits and philanthropists alike."
—Susan Braun, School Administrator, The Waldorf School of Garden City, Former CFO, Citigroup Investment Services

Spis treści:
List of Exhibits.
List of Cases and Commentary.
Preface.
Acknowledgments.
About the Author.
CHAPTER 1 Beginning at the Beginning: Public Charities on the Economic Landscape.
The Present Departs from the Past.
A Complex and Poorly Documented Sector.
An Economic Engine.
Nonprofits as Masters of Their Own Fate in Economic Turmoil.
CHAPTER 2 Setting the Larger Stage: A Philosophy of Philanthropy.
A Fundamental Question.
Engagement as Differentiator.
Passion and Leadership.
CHAPTER 3 Philanthropy within Financial Structures: Defining Overall Nonprofit Revenue.
Sectoral Distinctions and Revenue Structure.
Size Distinctions and Revenue Structure.
Summary: The Prerequisite for Strategy Refinement in Hard Times.
CHAPTER 4 Emerging Nonprofit Revenue Parameters: Accommodating Change in the Interests of Stability.
The Definition of a "Nonprofit".
Globalization of Economies, Leadership, and Philanthropy.
Technology: The Emergence of Social Networking.
Demographics as Destiny.
Summary.
CHAPTER 5 Institutions Blaze New Trails: Innovations in Philanthropic Financial Support Strategies.
Traditional Foundation Giving.
New Strategies for Supporting Societal Missions.
Cause–Related Marketing.
Capitalizing on Innovation: The Prerequisite of Planning.
CHAPTER 6 Does the Economy Matter? The Complexity of Economic Cycles and Nonprofit Revenues.
The Opportunity of Cycles.
Nonprofits and Economic Change: Treating Mission as a Sail, Not an Anchor.
The Past Record of Private Contributions and the Economy.
Disaggregating Data for Deeper Relationships.
Disaggregating to the Level of State Economies.
A Note on Government Roles.
Five Insights to Guide Strategic Directions.
CHAPTER 7 A Systems Approach to Revenue Strategy.
The Imperative of Letting Go: Paradigmatic Shifts.
The Shifting Basis for Strategy.
The Context of an Analytic Framework for Strategy.
Prop osed Analytic Framework to Organize Strategy.
Populating the Framework.
CHAPTER 8 Common Principles for Robust Strategy.
A Note on Mission.
Strategic Principle One: Value the People.
Strategic Principle Two: Innovate.
Strategic Principle Three: Expect and Accept Nothing Less than Excellence.
Strategic Principle Four: Passion Matters but So Do Skills.
Strategic Principle Five: Know Yourself.
CHAPTER 9 Getting Down to Specifics: Strategy for Complexity.
Understanding Movement within the Analytic Framework.
Expressive Philanthropy: Strategy Base = Communicating Shared Values.
Rising Expectations: Strategy Base = Evidence and Interest Alignment.
Quasi–Markets: Strategy Base = Competitive Self–Reliance.
Pure Markets: Strategy Base = Linking to Outside Commercial Success.
Crossing the Strategy Area Boundaries.
CHAPTER 10 Prevent Where Possible, Cure Where Necessary: Strategic Steps to Prepare for and Respond to Economic Crisis.
Steps to Prevent Organizational Crisis in Economic Hard Times.
Steps to Cure the Effects of Organizational Crisis in Economic Hard Times.
Final Comments: A Call to Leadership.
CHAPTER 11 Reprise on Philanthropy: Why Bother?
CHAPTER 12 Making a Difference in the World by Aligning Yourself with the Poor.
Index.

Nota biograficzna:
SUSAN U. RAYMOND, Ph.D., is Executive Vice President for Research, Evaluation, and Strategic Planning at Changing Our World, Inc. She has extensive experience in research, analysis, and planning, most recently with the prestigious New York Academy of Sciences. Prior to this, she was a project officer at the World Bank and a consultant to the U.S. State Department and to various private organizations, including the Carnegie Corporation, specializing in health care and international eco–nomic research. Susan serves as Chief Analyst for OnPhilanthropy.com, a global resourc e for nonprofit professionals. She has written for many publications, particularly in the areas of economics, health care, and corporate responsibility, and is the author of two books with Wiley.

Okładka tylna:
Praise for
Nonprofit Finance for Hard Times
"Nonprofits provide a wide range of essential services across this nation. Economic crisis can cripple the financial health of these nonprofits just as the crisis itself is heightening the demand for their services. Nonprofit Finance for Hard Times is a thorough yet wide–ranging analysis of the intersections between economic storms and nonprofit capacity. More importantly, it provides a unique framework for developing strategies to diversify revenue sources in ways that will increase a nonprofit′s abilities to withstand the buffeting of those storms. Nonprofit Finance for Hard Times is a must read for nonprofit managers, Boards, and the philanthropists who are invested in their success."
—The Honorable and Mrs. Rudolph W. Giuliani
"Nonprofit Finance for Hard Times challenges the nonprofit sector to seize opportunity from the jaws of economic crisis. Premised on an explicit philosophy that places community engagement at the heart of both nonprofit action and philanthropic giving, this book provides both financial strategy for nonprofit organizational growth and core concepts of leadership that will deeply embed community participation in the structure and success of nonprofits. Stronger nonprofits and more effective philanthropy need not be left to the fates. Nonprofit Finance for Hard Times provides strategy and leadership to ensure that institutions that are dedicated to community well–being do not themselves fall ill in economic crisis. The data are rigorous, the analysis is astute, and the strategies can and should be part of the planning process for nonprofits and philanthropists alike."
—Susan Braun, School Ad ministrator, The Waldorf School of Garden City, Former CFO, Citigroup Investment Services