Fundraising in Times of Crisis (Kim Klein's Chardon Press) by Kim Klein

By Kim Klein

In modern-day doubtful setting, the place nonprofits locate themselves grappling with the ongoing dowturn within the economic climate, the continued battle on terrorism, government's cutbacks in social providers, and a wave of organizational scandals--groups all over are straining to maintain with the elevated call for for his or her companies whereas suffering to generate funding.Fundraising in instances of difficulty attracts on well known advisor Kim Klein's greater than twenty-five years of fundraising adventure. This much-needed source exhibits afflicted teams tips on how to establish what's rather happening and the way to evaluate the wear and tear. Fundraising in instances of trouble is helping government administrators and improvement execs of nonprofit organisations plan for either the quick and long-term and explains the way to overview the good fortune in their efforts. Checklists, tips, motion steps and a wealth of examples stroll you thru the method of self-assessment and map out a highway to restoration. it doesn't matter what your specific crisis--the surprising lack of an govt director, a public scandal, an enormous donor attrition, or a frightening bring up within the call for for services--this ebook will assist you to live to tell the tale and thrive in difficult instances.

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Sample text

It will be a rocky road, but this group can recover and move forward if they are able to institute permanently the changes they need. The Peace Organization The grassroots peace organization that has been busily protesting has no fundraising plan, probably no real budget, and certainly no one monitoring their expenses and income. They may be in serious debt, but they have no real way to monitor whether they are. They must make a fundamental shift in the way they think about themselves. This is often a stage in the life of organizations that go from being run entirely by volunteers to having paid staff.

The task force should resist this impulse as much as possible and use this crisis as a way to create new income streams. Cutting expenses will not provide any permanent solution to your crisis, nor will it move you in a new direction as an organization. For example, an organization applied for a grant to fund their first fulltime staff position. That role was to be filled by an activist who had helped found the group. Despite indications from the foundation that the proposal would probably be funded, it was ultimately turned down.

This is healthy if it makes people raise money and do the work needed to keep the group out of a crisis or get them out of one. It is not healthy if protecting the reserve fund becomes more important than the mission of the organization, as in our example. If you enter an aggressive fundraising program with a “sky is falling” theme and then donors find out that you had money in savings all along, they may feel angry or resentful. Laying off staff or cutting programs because you won’t touch your reserve is similarly a difficult position to justify.

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