How to make strategic plan to help your nonprofit navigateturbulent financial waters and achieve strengthened revenuesDuring this time of upheaval and instability with the country'sfinancial markets and economy, you might be wondering how yournonprofit can emerge stronger from this unprecedented turmoil andprepare for future economic cycles. Practical and timely,Nonprofit Finance for Hard Times: Leadership Strategies WhenEconomies Falter helps your nonproft get strategic in the weakeconomy.Nonprofit Finance for Hard Times shows you how survivingthe current economic conditions means dedicating yourself tounderstanding the details of the current financial crisis andidentifying those Board members and other leaders who can give youdeep analysis on the crisis and act as your analysts of the winnersand losers in real time.* Emphasizes that the core of all strategy is engagement* Helps you reassess your nonprofit's communications tools forboth messages and markets* Asserts that the operative need is for strategy, not panic* Revisits all assumptions* Explains how to sort and cull past supporters for those whowill emerge from the turmoil first and strongest* Reveals how to identify new audiencesProviding the guidance your nonprofit needs-not to just hang onfor the white-knuckle ride, but to plan their best strategy tosurvive and succeed-Nonprofit Finance for Hard Times equipsyou with the tools you need to get started.

List of Exhibits xiList of Cases and Commentary xvPreface xixAcknowledgments xxiAbout the Author xxiiiCHAPTER 1 Beginning at the Beginning: Public Charities on theEconomic Landscape 1The Present Departs from the Past 2A Complex and Poorly Documented Sector 4An Economic Engine 7Nonprofits as Masters of Their Own Fate in Economic Turmoil8CHAPTER 2 Setting the Larger Stage: A Philosophy ofPhilanthropy 11A Fundamental Question 12Engagement as Differentiator 13Passion and Leadership 14CHAPTER 3 Philanthropy within Financial Structures: DefiningOverall Nonprofit Revenue 17Sectoral Distinctions and Revenue Structure 19Size Distinctions and Revenue Structure 29Summary: The Prerequisite for Strategy Refinement in Hard Times31CHAPTER 4 Emerging Nonprofit Revenue Parameters:Accommodating Change in the Interests of Stability 35The Definition of a "Nonprofit" 36Globalization of Economies, Leadership, and Philanthropy 40Technology: The Emergence of Social Networking 41Demographics as Destiny 45Summary 57CHAPTER 5 Institutions Blaze New Trails: Innovations inPhilanthropic Financial Support Strategies 61Traditional Foundation Giving 62New Strategies for Supporting Societal Missions 65Cause-Related Marketing 74Capitalizing on Innovation: The Prerequisite of Planning 77CHAPTER 6 Does the Economy Matter? The Complexity of EconomicCycles and Nonprofit Revenues 81The Opportunity of Cycles 82Nonprofits and Economic Change: Treating Mission as a Sail, Notan Anchor 82The Past Record of Private Contributions and the Economy 84Disaggregating Data for Deeper Relationships 88Disaggregating to the Level of State Economies 90A Note on Government Roles 95Five Insights to Guide Strategic Directions 95CHAPTER 7 A Systems Approach to Revenue Strategy 103The Imperative of Letting Go: Paradigmatic Shifts 104The Shifting Basis for Strategy 107The Context of an Analytic Framework for Strategy 109Proposed Analytic Framework to Organize Strategy 114Populating the Framework 118CHAPTER 8 Common Principles for Robust Strategy 121A Note on Mission 122Strategic Principle One: Value the People 123Strategic Principle Two: Innovate 126Strategic Principle Three: Expect and Accept Nothing Less thanExcellence 129Strategic Principle Four: Passion Matters but So Do Skills132Strategic Principle Five: Know Yourself 133CHAPTER 9 Getting Down to Specifics: Strategy for Complexity135Understanding Movement within the Analytic Framework 135Expressive Philanthropy: Strategy Base = Communicating SharedValues 137Rising Expectations: Strategy Base = Evidence and InterestAlignment 143Quasi-Markets: Strategy Base = Competitive Self-Reliance 151Pure Markets: Strategy Base = Linking to Outside CommercialSuccess 157Crossing the Strategy Area Boundaries 161CHAPTER 10 Prevent Where Possible, Cure Where Necessary:Strategic Steps to Prepare for and Respond to Economic Crisis165Steps to Prevent Organizational Crisis in Economic Hard Times166Steps to Cure the Effects of Organizational Crisis in EconomicHard Times 172Final Comments: A Call to Leadership 175CHAPTER 11 Reprise on Philanthropy: Why Bother? 177CHAPTER 12 Making a Difference in the World by AligningYourself with the Poor 181Index 191