The document summarizes the results of a survey of 447 Minnesota nonprofits conducted in July 2010 to assess the impact of the recession. The following key points were reported:
1) While Minnesota's economy is showing signs of recovery, nonprofits are still experiencing challenges such as increased demand for services and declining revenues. Smaller nonprofits face greater difficulties with fewer resources.
2) The severity of declining nonprofit revenues lessened in the first half of 2010 compared to previous surveys, though over half still reported revenue declines. Reductions in individual contributions and foundation funding stabilized.
3) After staff reductions during the recession, some nonprofits began hiring again in the first half of 2010, primarily
This document summarizes the results of a survey of 639 Minnesota nonprofits conducted in December 2009. It finds that 60% of nonprofits reported increased demand for services due to high unemployment, but 61% also reported declining revenues. Small nonprofits and those relying on certain revenue streams faced more challenges. Many nonprofits cut staff or budgets to adapt. Stimulus funds helped some retain or hire staff. Nonprofits predict 2010 will be more difficult with further declines in revenues and increased demand. MCN is providing resources to help nonprofits with strategic planning during this difficult time.
This document provides an analysis and recommendations for a nonprofit organization (PVA). It discusses trends in the nonprofit industry including growth and economic challenges. Recommendations include transitioning to a hybrid online/direct mail fundraising model, targeting millennial donors through social media, increasing brand visibility, growing membership by leveraging visibility, and evaluating programs based on key value and mission-driven questions. The overall goal is to build a sustainable future for the organization.
As who lives in our rural communities changes, so too are the way these communities support themselves. As tax dollars shrink, the philanthropy community is finding itself being asked to play a bigger role.
This document summarizes information about nonprofit organizations and how they acquire funding. It discusses that nonprofits rely heavily on outside funding from sources like government grants, donations, and program revenues. It also explores challenges nonprofits face in managing their funds and being accountable. Newer fundraising techniques using social media and online platforms are mentioned. The document concludes that nonprofits play an important role in supporting communities and must adapt to changing economic conditions.
Addresses US, South Dakota, and Sioux Falls area statistics involving nonprofits and their role in employment and the economy. Regulatory influences and public perception of nonprofits is also addressed.
Presented to the "Leadership Sioux Falls" group of the Sioux Falls Area Chamber of Commerce in April, 2013. This presentation has been made to many audiences in the past ten years, regularly updated.
Designed to give nonprofit professionals, volunteer board members, and community leaders perspective on the importance and reach of the nonprofit sector. Preparation for leaders to consider nonprofit board service in the larger context of economic development, employment, and governance duty.
Matt Hoge, a KU graduate student in Latin American Studies, gave a comprehensive overview of his experiences, observations and some conclusions about the usage of microfinance in Paraguay to participants in the 2009 Annual meeting of the Kansas Paraguay Partners. Matt was selected for the 2008-2009 KPP Scholarship and worked as an intern with Fundación Paraguaya, studying microfinance as a strategy for economic development in Paraguay.
This document discusses U.S. tax policy and charitable giving. It provides statistics on total charitable giving amounts and compares U.S. giving to other countries. It examines who benefits from tax incentives for charitable donations and questions whether the incentives primarily benefit wealthier donors and organizations like universities over those serving low-income communities. The document reviews estimates on how sensitive giving is to tax changes and who ultimately decides how donated funds are allocated. It concludes that while tax incentives encourage civil participation, more progressive tax policies may be needed to adequately address social welfare issues.
This document summarizes the results of a survey of 639 Minnesota nonprofits conducted in December 2009. It finds that 60% of nonprofits reported increased demand for services due to high unemployment, but 61% also reported declining revenues. Small nonprofits and those relying on certain revenue streams faced more challenges. Many nonprofits cut staff or budgets to adapt. Stimulus funds helped some retain or hire staff. Nonprofits predict 2010 will be more difficult with further declines in revenues and increased demand. MCN is providing resources to help nonprofits with strategic planning during this difficult time.
This document provides an analysis and recommendations for a nonprofit organization (PVA). It discusses trends in the nonprofit industry including growth and economic challenges. Recommendations include transitioning to a hybrid online/direct mail fundraising model, targeting millennial donors through social media, increasing brand visibility, growing membership by leveraging visibility, and evaluating programs based on key value and mission-driven questions. The overall goal is to build a sustainable future for the organization.
As who lives in our rural communities changes, so too are the way these communities support themselves. As tax dollars shrink, the philanthropy community is finding itself being asked to play a bigger role.
This document summarizes information about nonprofit organizations and how they acquire funding. It discusses that nonprofits rely heavily on outside funding from sources like government grants, donations, and program revenues. It also explores challenges nonprofits face in managing their funds and being accountable. Newer fundraising techniques using social media and online platforms are mentioned. The document concludes that nonprofits play an important role in supporting communities and must adapt to changing economic conditions.
Addresses US, South Dakota, and Sioux Falls area statistics involving nonprofits and their role in employment and the economy. Regulatory influences and public perception of nonprofits is also addressed.
Presented to the "Leadership Sioux Falls" group of the Sioux Falls Area Chamber of Commerce in April, 2013. This presentation has been made to many audiences in the past ten years, regularly updated.
Designed to give nonprofit professionals, volunteer board members, and community leaders perspective on the importance and reach of the nonprofit sector. Preparation for leaders to consider nonprofit board service in the larger context of economic development, employment, and governance duty.
Matt Hoge, a KU graduate student in Latin American Studies, gave a comprehensive overview of his experiences, observations and some conclusions about the usage of microfinance in Paraguay to participants in the 2009 Annual meeting of the Kansas Paraguay Partners. Matt was selected for the 2008-2009 KPP Scholarship and worked as an intern with Fundación Paraguaya, studying microfinance as a strategy for economic development in Paraguay.
This document discusses U.S. tax policy and charitable giving. It provides statistics on total charitable giving amounts and compares U.S. giving to other countries. It examines who benefits from tax incentives for charitable donations and questions whether the incentives primarily benefit wealthier donors and organizations like universities over those serving low-income communities. The document reviews estimates on how sensitive giving is to tax changes and who ultimately decides how donated funds are allocated. It concludes that while tax incentives encourage civil participation, more progressive tax policies may be needed to adequately address social welfare issues.
This document discusses how nonprofit organizations are affected by economic conditions and how they in turn affect the economy. It notes that while nonprofits provide important public services without charging fees, they struggle to obtain funding in a weak economy when donations decrease. However, nonprofits also stimulate economic activity through the funds they receive and distribute. The document examines various strategies nonprofits use to raise funds, from government support and loans to philanthropy and partnerships with other organizations.
Micro-finance: Critical Views on Poverty Alleviation and Changing Gender Rela...iosrjce
IOSR Journal of Humanities and Social Science is a double blind peer reviewed International Journal edited by International Organization of Scientific Research (IOSR).The Journal provides a common forum where all aspects of humanities and social sciences are presented. IOSR-JHSS publishes original papers, review papers, conceptual framework, analytical and simulation models, case studies, empirical research, technical notes etc.
The document discusses how the economic downturn has negatively impacted fundraising for non-profit organizations. It notes that donations have declined significantly as individuals and businesses have less money to give due to the recession. This has forced many non-profits to cut staff and programming. The document provides statistics showing drops in donations and outlines strategies non-profits are using to try and increase fundraising, such as being more aggressive with government funders and avoiding spending cuts. It predicts it may take years for donations to return to pre-recession levels as the economy recovers slowly.
Social capital, micro credit groups and loan repayment among rural household ...Daniel K. Kangogo
This document summarizes a study on social capital, micro-credit groups, and loan repayment among rural households in Kenya. The introduction provides background on access to credit in rural Kenya and the focus of using micro-finance institutions (MFIs) and their group lending approach. It discusses how social capital dimensions like group membership, contributions, and decision making can substitute for traditional collateral requirements. The methodology section outlines that the study examined 116 group borrowers and 58 individual borrowers in Uasin Gishu County. Statistical analyses like probit, tobit, and Heckman models were used to analyze factors influencing participation, level of participation, and loan repayment performance. Key results found that social capital dimensions like group heterogeneity and decision making
This issue of Vantage Point synthesizes the key themes that emerged in the fall 2012 survey based on the responses of 365 expert stakeholders from the 12th District.
This document presents a model showing how inequality can lead to a vicious cycle of concentrated power and influence that exacerbates inequality. The key points are:
1) Normally economic growth reduces poverty, but inequality diverts resources, causing wage stagnation and less opportunity.
2) This inequality concentration leads to power concentration that blocks policies helping the disadvantaged and promotes policies worsening inequality.
3) Evidence shows rising inequality impacted middle incomes, opportunity, mobility, and political influence correlates more with wealthy preferences.
4) To break the cycle the document suggests campaign finance reform, efficient government, addressing future challenges, and better policy research dissemination.
Does Microfinance Really Empower? A presentation by Manoj BhusalManoj Bhusal
Microfinance aims to empower the poor through providing financial services like credit and savings. However, the document examines whether microfinance truly empowers poor women in northern Bangladesh through a study. Interviews with long and short-term beneficiaries of microfinance institutions found some increased choices and confidence for long-term beneficiaries but both groups still faced gender inequality and domestic violence. While microfinance provides important financial access, empowerment requires addressing deeper issues like education, skills training, social norms and poverty. Therefore, microfinance alone may not be enough to significantly empower the poor women in this region.
In this second annual survey, more than one hundred philanthropic leaders from across the United States shared their wisdom and insights about giving in the year ahead. The data provided in this Dini Partners’ survey report is encouraging and demonstrates the critical thinking that undergirds philanthropy in these challenging times.
From the valued impressions and insights that were shared, we have made recommendations to assist nonprofit leaders and volunteers. It is our hope that this survey report will help institutions continue to succeed in fundraising and mission advancement as our national and regional economies continue to recover.
www.dinipartners.com
Nonprofit organizations face an uncertain future as they struggle with decreased government funding and increased competition from private businesses. They often have to adapt their missions to meet government priorities in order to receive funds, weakening their independence. Small nonprofits that do not receive government money struggle even more to survive. While civic engagement and new organizations offer some hope, nonprofits will continue struggling unless government funding is stabilized and their importance recognized.
Constraints of rural women to utilize microfinance institutions the case of m...Alexander Decker
This document discusses constraints that rural women face in utilizing microfinance institutions in Ethiopia. It finds that the major constraints identified through interviews and focus groups are: 1) insufficient loan amounts that are not enough to sustain a business, 2) lack of ongoing training and follow up support from microfinance institutions after the initial loan, and 3) unavailability of nearby markets, high costs of inputs, and animal diseases that hamper women's ability to run livestock businesses and make a profit. The study concludes microfinance institutions need to provide larger and more sufficient loans, as well as continued training and support, to better empower women economically.
Program Design: Strengthening Women's Economic Empowerment in CameroonHeather Risley
This final paper for a course at George Washington University includes the design for a behavior change intervention I developed in 2012. The proposed intervention is based on a literature review only and not field research. The paper was meant to be an intellectual exercise only and was never meant to be implemented.
The document compares the poverty outreach of different types of microfinance institutions (MFIs) in Peru and Bangladesh. It finds:
- In Bangladesh, NGO-MFIs have the highest outreach, with over 90% of their clients living in rural areas and over 30% living below the poverty line. Outreach is greater for longer-term clients.
- In Peru, cooperatives and private banks have better outreach than other institution types. Only 19% of clients are from NGO-MFIs there.
- Institution type matters for outreach, as NGO-MFIs and cooperatives focus more on poverty targeting and building social connections between clients.
The document presents a case study of Enterprise Risk Management (ERM) implementation in Northeast County. It outlines the ERM process used, which includes establishing risk types, defining the likelihood and impact of risks, assessing risk intensity using a heat map, surveying managers, and synthesizing results to inform decision-making. The case study provides details on Northeast County's government structure, budgets, and two specific public policy risks around pension investments and accessibility requirements.
The New Communities of Opportunity Model of InterventionFEANTSA
Presentation given by Aurora Zepeda, Institute for Children and Poverty, New York City at a FEANTSA Research Conference on "Rethinking Homelessness Policies", Lisbon, Portugal, 2007
1. The document examines social health insurance (SHI) as a health financing mechanism. While SHI is gaining popularity in developing countries, traditional SHI countries in Europe are moving away from payroll financing toward general tax revenues.
2. SHI does not necessarily deliver better quality care at lower cost compared to tax-based systems. Factors like health system regulation and characteristics are more important influences on outcomes than the revenue source alone.
3. Collecting revenues through SHI can be challenging, even in formal sectors. Non-enrollment and evasion are common, and collection costs can be substantial. SHI does not guarantee greater or more predictable revenues for health care compared to tax-based systems.
This document summarizes John Powell's perspective on community and economic development in a global economy. It discusses how globalization has increased interconnection between labor markets, financial markets, and credit markets. It also discusses how structural inequality and institutional racism have created differential outcomes for communities. Specifically, it provides the example of how redlining and reverse redlining have created a dual credit system that has marginalized some communities and concentrated wealth in others. It advocates moving beyond just local strategies to adopt a more transformational and systemic approach that connects communities to opportunity in multiple domains like housing, education, employment through regional collaboration.
Income and Wealth Inequality in the United StatesDavid Doney
The document discusses income and wealth inequality in the United States. It notes that income and wealth inequality have steadily worsened since 1980, with the top 1% of income earners receiving about 20% of pre-tax income in 2014 compared to 10% prior to 1980. Wealth is also distributed more unequally than income, with the top 1% owning 42% of wealth versus 24% in the 1970s. The document examines several potential causes of inequality including declines in unions, shifts in tax policy, globalization, and skill-biased technological change. Solutions proposed include policies that make the income or wealth distribution more equitable such as higher taxes on top incomes combined with transfers to lower incomes.
Annual Report on the State of Philanthropy - Macedonia 2013Catalyst Balkans
The key findings from the report on philanthropy in Macedonia in 2013 include:
- There were an average of 27 instances of philanthropic giving per month totaling around 217 instances for the year.
- Conservative estimates suggest total donations amounted to between 2.9-3.3 million EUR.
- Companies were the most active donors, participating in 33.2% of instances, followed by citizens at 31.8%.
- Top causes supported were marginalized groups (35.9%), poverty reduction (20.7%), and healthcare (16.6%).
- Beneficiaries were most often institutions (32.3%), non-profits (27.7%), and individuals/families (24.
This document summarizes a presentation given at the Annual Conference of the CT Housing Coalition on October 7, 2009 in Hartford, CT. The presentation focused on fair housing and fair credit, and how the issues are interconnected. It discussed how the evolution of global finance has occurred against and impacts racially and economically segregated neighborhoods. Fair housing and fair credit were presented as issues that affect all communities but require targeted attention to marginalized groups.
The document provides instructions for classroom activities and discussion about the short story "神秘的十六号". Small groups are asked to discuss and list what the story is about. Groups then share their answers with the whole class, adding only new ideas not previously mentioned. Students then do a close reading of the story focusing on character traits and the science teacher's realizations. A professional discussion compares the story's setting to American classrooms and allows for self-reflection.
TripWolf and Boo are travel community websites that offer interactive services to users. TripWolf has four main services: travel guide, booking, community, and blog. It allows interactive trip planning, sharing tips and articles, and flight/hotel booking. Boo has five services: hotels, guides, attractions, restaurants, and nightlife. It allows interactive city searches, budget searches, and star hotel rankings. Both websites offer hotel booking through the same major sources and aim to serve travelers of all budgets and hotel star ratings from around the world.
This document discusses how nonprofit organizations are affected by economic conditions and how they in turn affect the economy. It notes that while nonprofits provide important public services without charging fees, they struggle to obtain funding in a weak economy when donations decrease. However, nonprofits also stimulate economic activity through the funds they receive and distribute. The document examines various strategies nonprofits use to raise funds, from government support and loans to philanthropy and partnerships with other organizations.
Micro-finance: Critical Views on Poverty Alleviation and Changing Gender Rela...iosrjce
IOSR Journal of Humanities and Social Science is a double blind peer reviewed International Journal edited by International Organization of Scientific Research (IOSR).The Journal provides a common forum where all aspects of humanities and social sciences are presented. IOSR-JHSS publishes original papers, review papers, conceptual framework, analytical and simulation models, case studies, empirical research, technical notes etc.
The document discusses how the economic downturn has negatively impacted fundraising for non-profit organizations. It notes that donations have declined significantly as individuals and businesses have less money to give due to the recession. This has forced many non-profits to cut staff and programming. The document provides statistics showing drops in donations and outlines strategies non-profits are using to try and increase fundraising, such as being more aggressive with government funders and avoiding spending cuts. It predicts it may take years for donations to return to pre-recession levels as the economy recovers slowly.
Social capital, micro credit groups and loan repayment among rural household ...Daniel K. Kangogo
This document summarizes a study on social capital, micro-credit groups, and loan repayment among rural households in Kenya. The introduction provides background on access to credit in rural Kenya and the focus of using micro-finance institutions (MFIs) and their group lending approach. It discusses how social capital dimensions like group membership, contributions, and decision making can substitute for traditional collateral requirements. The methodology section outlines that the study examined 116 group borrowers and 58 individual borrowers in Uasin Gishu County. Statistical analyses like probit, tobit, and Heckman models were used to analyze factors influencing participation, level of participation, and loan repayment performance. Key results found that social capital dimensions like group heterogeneity and decision making
This issue of Vantage Point synthesizes the key themes that emerged in the fall 2012 survey based on the responses of 365 expert stakeholders from the 12th District.
This document presents a model showing how inequality can lead to a vicious cycle of concentrated power and influence that exacerbates inequality. The key points are:
1) Normally economic growth reduces poverty, but inequality diverts resources, causing wage stagnation and less opportunity.
2) This inequality concentration leads to power concentration that blocks policies helping the disadvantaged and promotes policies worsening inequality.
3) Evidence shows rising inequality impacted middle incomes, opportunity, mobility, and political influence correlates more with wealthy preferences.
4) To break the cycle the document suggests campaign finance reform, efficient government, addressing future challenges, and better policy research dissemination.
Does Microfinance Really Empower? A presentation by Manoj BhusalManoj Bhusal
Microfinance aims to empower the poor through providing financial services like credit and savings. However, the document examines whether microfinance truly empowers poor women in northern Bangladesh through a study. Interviews with long and short-term beneficiaries of microfinance institutions found some increased choices and confidence for long-term beneficiaries but both groups still faced gender inequality and domestic violence. While microfinance provides important financial access, empowerment requires addressing deeper issues like education, skills training, social norms and poverty. Therefore, microfinance alone may not be enough to significantly empower the poor women in this region.
In this second annual survey, more than one hundred philanthropic leaders from across the United States shared their wisdom and insights about giving in the year ahead. The data provided in this Dini Partners’ survey report is encouraging and demonstrates the critical thinking that undergirds philanthropy in these challenging times.
From the valued impressions and insights that were shared, we have made recommendations to assist nonprofit leaders and volunteers. It is our hope that this survey report will help institutions continue to succeed in fundraising and mission advancement as our national and regional economies continue to recover.
www.dinipartners.com
Nonprofit organizations face an uncertain future as they struggle with decreased government funding and increased competition from private businesses. They often have to adapt their missions to meet government priorities in order to receive funds, weakening their independence. Small nonprofits that do not receive government money struggle even more to survive. While civic engagement and new organizations offer some hope, nonprofits will continue struggling unless government funding is stabilized and their importance recognized.
Constraints of rural women to utilize microfinance institutions the case of m...Alexander Decker
This document discusses constraints that rural women face in utilizing microfinance institutions in Ethiopia. It finds that the major constraints identified through interviews and focus groups are: 1) insufficient loan amounts that are not enough to sustain a business, 2) lack of ongoing training and follow up support from microfinance institutions after the initial loan, and 3) unavailability of nearby markets, high costs of inputs, and animal diseases that hamper women's ability to run livestock businesses and make a profit. The study concludes microfinance institutions need to provide larger and more sufficient loans, as well as continued training and support, to better empower women economically.
Program Design: Strengthening Women's Economic Empowerment in CameroonHeather Risley
This final paper for a course at George Washington University includes the design for a behavior change intervention I developed in 2012. The proposed intervention is based on a literature review only and not field research. The paper was meant to be an intellectual exercise only and was never meant to be implemented.
The document compares the poverty outreach of different types of microfinance institutions (MFIs) in Peru and Bangladesh. It finds:
- In Bangladesh, NGO-MFIs have the highest outreach, with over 90% of their clients living in rural areas and over 30% living below the poverty line. Outreach is greater for longer-term clients.
- In Peru, cooperatives and private banks have better outreach than other institution types. Only 19% of clients are from NGO-MFIs there.
- Institution type matters for outreach, as NGO-MFIs and cooperatives focus more on poverty targeting and building social connections between clients.
The document presents a case study of Enterprise Risk Management (ERM) implementation in Northeast County. It outlines the ERM process used, which includes establishing risk types, defining the likelihood and impact of risks, assessing risk intensity using a heat map, surveying managers, and synthesizing results to inform decision-making. The case study provides details on Northeast County's government structure, budgets, and two specific public policy risks around pension investments and accessibility requirements.
The New Communities of Opportunity Model of InterventionFEANTSA
Presentation given by Aurora Zepeda, Institute for Children and Poverty, New York City at a FEANTSA Research Conference on "Rethinking Homelessness Policies", Lisbon, Portugal, 2007
1. The document examines social health insurance (SHI) as a health financing mechanism. While SHI is gaining popularity in developing countries, traditional SHI countries in Europe are moving away from payroll financing toward general tax revenues.
2. SHI does not necessarily deliver better quality care at lower cost compared to tax-based systems. Factors like health system regulation and characteristics are more important influences on outcomes than the revenue source alone.
3. Collecting revenues through SHI can be challenging, even in formal sectors. Non-enrollment and evasion are common, and collection costs can be substantial. SHI does not guarantee greater or more predictable revenues for health care compared to tax-based systems.
This document summarizes John Powell's perspective on community and economic development in a global economy. It discusses how globalization has increased interconnection between labor markets, financial markets, and credit markets. It also discusses how structural inequality and institutional racism have created differential outcomes for communities. Specifically, it provides the example of how redlining and reverse redlining have created a dual credit system that has marginalized some communities and concentrated wealth in others. It advocates moving beyond just local strategies to adopt a more transformational and systemic approach that connects communities to opportunity in multiple domains like housing, education, employment through regional collaboration.
Income and Wealth Inequality in the United StatesDavid Doney
The document discusses income and wealth inequality in the United States. It notes that income and wealth inequality have steadily worsened since 1980, with the top 1% of income earners receiving about 20% of pre-tax income in 2014 compared to 10% prior to 1980. Wealth is also distributed more unequally than income, with the top 1% owning 42% of wealth versus 24% in the 1970s. The document examines several potential causes of inequality including declines in unions, shifts in tax policy, globalization, and skill-biased technological change. Solutions proposed include policies that make the income or wealth distribution more equitable such as higher taxes on top incomes combined with transfers to lower incomes.
Annual Report on the State of Philanthropy - Macedonia 2013Catalyst Balkans
The key findings from the report on philanthropy in Macedonia in 2013 include:
- There were an average of 27 instances of philanthropic giving per month totaling around 217 instances for the year.
- Conservative estimates suggest total donations amounted to between 2.9-3.3 million EUR.
- Companies were the most active donors, participating in 33.2% of instances, followed by citizens at 31.8%.
- Top causes supported were marginalized groups (35.9%), poverty reduction (20.7%), and healthcare (16.6%).
- Beneficiaries were most often institutions (32.3%), non-profits (27.7%), and individuals/families (24.
This document summarizes a presentation given at the Annual Conference of the CT Housing Coalition on October 7, 2009 in Hartford, CT. The presentation focused on fair housing and fair credit, and how the issues are interconnected. It discussed how the evolution of global finance has occurred against and impacts racially and economically segregated neighborhoods. Fair housing and fair credit were presented as issues that affect all communities but require targeted attention to marginalized groups.
The document provides instructions for classroom activities and discussion about the short story "神秘的十六号". Small groups are asked to discuss and list what the story is about. Groups then share their answers with the whole class, adding only new ideas not previously mentioned. Students then do a close reading of the story focusing on character traits and the science teacher's realizations. A professional discussion compares the story's setting to American classrooms and allows for self-reflection.
TripWolf and Boo are travel community websites that offer interactive services to users. TripWolf has four main services: travel guide, booking, community, and blog. It allows interactive trip planning, sharing tips and articles, and flight/hotel booking. Boo has five services: hotels, guides, attractions, restaurants, and nightlife. It allows interactive city searches, budget searches, and star hotel rankings. Both websites offer hotel booking through the same major sources and aim to serve travelers of all budgets and hotel star ratings from around the world.
This document provides information about the Texas STaR Chart (School Technology and Readiness Chart), which is used to assess a school's educational technology profile and progress in meeting technology goals. It includes an agenda, background on the Texas Challenge and STaR Chart, critical questions, uses of the campus profile, and a 3-year comparison chart for Bay City High School assessing their progress across four focus areas and levels of technology integration. Useful links are also provided.
The document provides guidance and resources for voter registration efforts in Minnesota, including important dates, the Minnesota Participation Project's six steps for effective voter registration, frequently asked questions about registration, and tips for running volunteer canvassing efforts. Key details covered include how to properly fill out voter registration cards, strategies for registering voters in different settings like offices and community events, and sample scripts and instructions for door-to-door canvassing.
Barack Obama was elected the first African American president of the United States in 2008. He gave a victory speech acknowledging that through the election, change had come to America and that Americans see themselves not as divided red and blue states, but as united. Obama was born in 1961 in Hawaii to a white American mother and black Kenyan father who met while studying at the University of Hawaii. His parents separated when he was young and he was raised in Hawaii by his mother and grandparents, gaining acceptance to the prestigious Punahou Academy. Here he became conscious of his multiracial identity and dealing with being one of the few black students. His father died in a car accident while Obama was in college.
Economic recession led to increased unemployment, which led to increased military recruitment as more people turned to the military for employment. Increased recruitment allowed recruiters to select from a greater number of applicants, choosing only the highest quality recruits without criminal backgrounds or low scores. This improved the overall quality and size of the U.S. military.
This document analyzes the financial impact of COVID-19 on non-profit organizations. It finds that while total US charitable giving has generally increased over the past decade, 2020 will likely see a decrease similar to 2009 due to the economic effects of the pandemic. The impact varies between non-profits based on their revenue sources, size, finances, donors, and services. Successful strategies from the 2008 recession like leveraging government aid and strengthening messaging may also work now. The document recommends non-profits apply for assistance, focus messaging, expand digital solutions, and communicate individually to mitigate COVID-19 impacts.
The document discusses fraud risks faced by non-profit organizations, noting that fraud accounts for estimated losses of $40 billion annually in the non-profit sector. It outlines common types of fraud such as skimming donations, creating fraudulent tax losses, and overstating expenses. The document also provides recommendations for non-profits to implement controls to prevent fraud, such as requiring two signatures on checks and having bank statements sent directly to someone other than the treasurer.
The survey found that over half of local Scottish charities are run entirely by volunteers without paid staff. While most charities reported volunteer numbers staying steady, larger charities and those with paid staff saw declines. Demand for volunteers was high but charities were pessimistic this could be met due to challenges recruiting and retaining suitable volunteers. Word of mouth was the most common and effective recruitment method. The results raise questions about supporting small volunteer-run charities and assumptions of increased volunteering under public service reforms.
The document summarizes a keynote speech given by Steve Gunderson at the 10th Annual National Conference of the American Association of Grant Professionals in October 2008. The keynote addressed the major losses foundations experienced due to the economic crisis of 2008, with foundation endowments declining 30-45% on average. Gunderson and others encouraged philanthropy organizations to support nonprofits facing increased needs with reduced resources. Suggestions included communicating with donors and grantees, collaborating with other organizations, and advocating on issues of poverty and social spending.
United Way\'s Center for Nonprofits created a presentation about upcoming trends in 2011 for which nonprofits need to be on the lookout. These trends can dramatically affect an organization\'s funding and business practices. All information contained in this report was based on research that includes sources such as the Pew Report, the Nonprofit Times, and the Journal for Nonprofits.
Why UBI is Necessary to Restore Trust and Save DemocracyScott Santens
I created this slide deck for a presentation about the immediate need for unconditional universal basic income in order to restore people's trust in government and save democracy from falling to autocracy.
scottsantens.com
Childrens Hospices And The Recession 100129Karl Wilding
The document discusses the impact of the recession on the third sector in the UK. It finds that around a quarter of organizations reported significant concerns due to the recession. Charitable giving dipped by 11% in 2008-2009. While many organizations expect no change in income in the short term, perceptions of the medium term are more pessimistic. Cuts to government funding are expected but will not impact all sectors uniformly. Collaboration and reconfiguration appear necessary strategies for many organizations to weather the challenges.
Crowding-In: The Case for Changing Metrics Measuring Successful Financing of...crwalsh
The document discusses the challenges faced by women entrepreneurs in developing countries and strategies to close the financing gap. It notes that 70-80% of the world's poor are women and their lack of access to economic opportunities and resources has led to the feminization of poverty. Studies show that financing women entrepreneurs boosts household welfare and spending, female labor supply, and community development. However, women-owned small businesses face barriers to growth, with an estimated financing gap of $285 billion. The document proposes several strategies to close this gap, including microfinance programs, bank support facilities, and measuring socioeconomic impacts in addition to capital deployed to encourage more financing for women entrepreneurs.
This document proposes a social enterprise conference in Texas to address the financial needs of community organizations. It discusses how nonprofits that serve low-income communities are struggling due to decreased funding from grants and donations. The conference will explore social enterprise models and impact investments that could generate more stable revenue streams for nonprofits. The document provides an overview of topics that will be covered, including social enterprise, impact bonds, and how poorly performing organizations can improve. It also discusses challenges and solutions related to social enterprise and impact investing.
The document summarizes the results of a survey of charities in the UK. It finds that 85% of charities predict this winter will be as tough or tougher than last winter. Many charities say they may not be able to meet increasing demand or could be forced to close due to lack of funding. The survey also finds that optimism about the coming year has declined, with only 43% believing it will be better than last year. The top barriers charities face are lack of funding and difficulty recruiting volunteers. The document provides resources from local organizations to help charities with issues like funding, volunteering, and general support.
The document discusses how businesses need to consider their aging customer base and the rising millennial generation. As baby boomers retire in large numbers, they will have less income and spend less, potentially hurting businesses that rely on older customers. Meanwhile, millennials now make up the largest generation in the workforce and prefer urban living. They will be a major economic force, so businesses need to understand millennials' preferences around issues like banking fees in order to attract and retain them. The next article will provide more details on millennials' demographics, consumer trends, and social concerns that are important for business development strategies targeting this generation.
This document discusses how civil society organizations can respond to the economic recession and help renew society. It notes that many organizations have seen falling income due to the recession. It suggests that organizations focus on their mission, plan for different scenarios, communicate honestly with staff and trustees, manage finances carefully, and strengthen strategic relationships. Finally, it argues that organizations can help build a fairer, more sustainable society by empowering local voices and action and moving beyond traditional state/market solutions.
An evaluation of microfinance services on poverty alleviation in kisii county...Alexander Decker
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Nonprofit current conditions june 2010
1. July 2010
Nonprofit Current Conditions Report
Analysis of a Minnesota Council of Nonprofits member survey
by Steve Jenkins, information and database specialist and Jon Pratt, executive director
This is the fourth recession related assessment of Minnesota’s nonprofit economy since 2008. This
Current Conditions Survey was conducted to provide a quick, real-time analysis of the challenges non-
profits were experiencing in the first six months of 2010. 447 organizations completed the survey that
collected data on topics ranging from cash flow problems to staffing challenges.
Minnesota’s nonprofit economy is starting to stabilize
In the first six months of 2010, many news sources have
begun to speculate that the United States economy is Nonprofits increase in need
starting to recover from the current recession. According
and decline of revenues levels off
to the Minnesota Department of Employment and
70%
Economic Development (DEED), the seasonally adjusted
unemployment rate in Minnesota has been gradually 60%
improving this year dropping from 7.3 percent unem- 50%
ployment in January to 6.8 percent unemployment in 40%
June.
30%
DEED has also reported an increase of 11,000 jobs in 20%
the state for the past 12 months and an increase in the
10%
length of the average work week from 32.7 hours to
33.1 hours. Each of these employment statistics show 0%
Increase in Decline in total Decline in total Decline in Decline in None
that Minnesota is not out of its current recession, but demand for volunteers revenue revenue from revenue from
services ind gifts foundations or
there are positive signs that the recession has hits its corporate giving
peak and is beginning to turn around. According to the Dec 08 May 09 Dec 09 Jul 10
results of this survey, the nonprofit sector is showing the
beginnings of an economic turnaround.
In the past six months, the number of nonprofits who Minnesota is not out of its current recession, but there
have experienced an increase in demand for services are positive signs that the recession has hits its peak
and an increase in expenses due to the current economy and is beginning to turn around. According to the
has stayed stable. In June 2010, sixty percent of nonprof- results of this survey, the nonprofit sector is showing
its reported an increase in demand for services due to the beginnings of an economic turnaround.
the current economy, the same as December 2009.
Three types of organizations were most likely to report an
increase in demand for services: mental health and crisis
intervention (86 percent), food and/or housing related The severity of nonprofit revenue problems lessened in
(76 percent) and employment and jobs related (75 per- the first half of 2010, with 53 percent of nonprofits
cent). Sixty-eight percent of nonprofits in Greater reported a decline in total revenues due to the current
Minnesota reported increased demand for services signif- economy, which is eight percent lower than December
icantly higher than the Twin Cities, where only fifty-seven 2009 and the lowest this survey has ever reported.
percent reported an increased demand for services.
Page 1
2. Revenue reductions have stabalized
Reduction in revenue was the defining effect of the recession is down seven percentage points from December 2009.
for nonprofits. The severity of nonprofit revenue problems less-
Human Services (35 percent), community building (38 per-
ened in the first half of 2010, with 53 percent of nonprofits
cent), and education (39 percent) were the types of nonprofits
reported a decline in total revenues due to the current econo-
that were least likely to report a decline in revenue from indi-
my, which is eight percent lower than December 2009 and the
vidual gifts, while legal, civil rights, advocacy and/or crime
lowest this survey has ever reported.
nonprofits were the most likely to report a decline in individual
The two activity areas that are doing particularly well are food gifts at sixty-three percent.
and/or housing (42 percent) and arts, culture and humanities
Fifty-five percent of nonprofits reported a decline in revenue
(43 percent). The types of organizations most frequently report-
from foundations, which is five percent less than December
ing decline in total revenue are legal, civil rights, advocacy
2009. Some types of organizations that most frequently report-
and/or crime (63 percent) and community building, volun-
ed declining foundation support were community building (62
teerism and/or philanthropy (62 percent).
percent), mental health (62 percent) and employment related
When looking at particular revenue streams, nonprofits report- (60 percent), while education related nonprofits were the least
ed less of decline in revenue from individual gifts and from likely to report a decline in revenue from foundations (42 per-
foundations. Forty percent of nonprofits reported a decline in cent).
revenue from individual gifts due to the current economy, which
Economic challenges still greatest for smallest organizations
While the sector as a While trying to cope
whole seems to be Smaller organizations struggle the most with fewer resources available with this situation,
Decline in individual Decline in
picking up, small nonprofits have
Decline in total revenue contributions volunteers
Minnesota nonprofits Dec 09 Jun 10 Dec 09 Jun 10 Dec 10 Jun 10 experienced a decline
with budgets less Small organizations 63% 61% 53% 44% 16% 22% in volunteers and a
than $400,000 per Medium organizations 62% 52% 44% 41% 7% 9% decline in their oper-
year are still experi- Large organizations 60% 50% 38% 32% 5% 5% ating reserve. Small
Very large organizations 56% 35% 52% 40% 6% 8%
encing significant nonprofits are com-
challenges. Sixty-one monly dependent
percent of small non- Experienced cash flow Have reserves available Have a line of credit upon volunteers to
profits have experi- troubles to use available to use fundraise, provide
Dec 10 Jun 10 Dec 09 Jun 10 Dec 09 Jun 10
enced a decline in direct services, and a
Small organizations 39% 40% 62% 64% 14% 19%
total revenue due to Medium organizations 36% 24% 73% 80% 37% 37% variety of other tasks,
the economy much Large organizations 25% 21% 74% 85% 59% 51% which makes the
higher than very Very large organizations 23% 18% 69% 83% 55% 60% twenty-two percent
large organizations decline in volunteers
with budgets greater than $10 million (35 percent). compared to nine percent for larger organizations even more
distressing. In tough financial times, nonprofits may have to use
The revenue problems of small nonprofits can be partially
their operating reserve to compensate for declining revenues.
attributed to a reduction in revenue from individual contribu-
tions, their most common primary source of income. Forty- Small organizations are least likely to have operating reserves
seven percent of small nonprofits reported a decrease in rev- or a line of credit. Eleven percent of small nonprofits report that
enue from individual contributions since the beginning of year they have used up their operating reserve in the last two years,
compared to thirty-eight percent for larger nonprofits. Cash leaving thirty-six percent of small nonprofits without an operat-
flow was a problem that affected small nonprofits more than ing reserve. Only 19 percent of small nonprofits report having
larger organizations. Forty percent of small nonprofits have access to a line of credit.
reported cash flow as a problem in the first half of 2010, while
only twenty-seven percent of larger organizations reported hav-
ing cash flow problems.
Page 2
3. Nonprofits have started hiring, but some still laying off
In a recession, staffing is new staff were mental health
one of the key indicators Nonprofits are starting to hire again (29 percent) and health
used to determine how a 30% and/or disease related (26
nonprofit is changing. percent). Not counting
25% replacements, twenty-two per-
Since December 2009,
cent of nonprofits anticipate
twenty-three percent of
20% hiring staff by the end of
nonprofits have eliminated
2010. Health and/or disease
staff positions. The types
15% related (35 percent) and edu-
of organizations that most
cation related (29 percent)
frequently reported elimi-
10% nonprofits most frequently
nating staff were employ-
reported that they anticipate
ment related (40 percent),
hiring new staff, while only 4
human services (35 per- 5%
percent of legal related non-
cent) and legal related
profit anticipate hiring staff by
(33 percent). This con- 0%
Eliminated Staff Positions the end of 2010.
Hired in first six months of 2010 Will hire in final six months of
trasts with only five per- 2010
cent of food and/or hous- Twenty-six percent of nonprof-
ing and seven percent of its in the Twin Cities anticipate
education related organizations reporting reduced staff. hiring new staff by year end, which is twice as much as
Greater Minnesota at 13 percent.
Nonprofits in the Twin Cities (25 percent) were more likely to
eliminate staff positions than nonprofits in Greater Minnesota Larger nonprofits reported they anticipate hiring staff by the
(18 percent). Forty-one percent of nonprofits reported having end of 2010 more often than smaller nonprofits. Forty percent
adopted a hiring freeze, 5 percent instituted voluntary fur- of very large nonprofits (budget size over $10 million) and 34
loughs, 3 percent instituted involuntary furloughs, 8 percent cut percent of large nonprofits (budget size between $2 -10 mil-
staff salaries and 13 percent cut staff benefits. lion) anticipate hiring staff. In contrast, only 14 percent of small
nonprofits (budget size under $400,000) and 17 percent of
While many nonprofits have used staff reduction as a way to
medium size nonprofits (budget size between $400,000 and
weather the recession, other organizations have been hiring
$1,999,999) anticipate hiring new staff.
and even more are planning on hiring by the end of the year.
Eighteen percent of nonprofits have hired additional staff since Of the nonprofits that anticipate hiring new staff by year end,
December 2009. the average number of anticipated new full-time employees per
employer was 3.6 and the median was 2 full-time employees
The types of organizations that most frequently reported adding
per employer.
“Part of our success at weathering the recession is the result of freezing compensation. This strategy works, but
is not sustainable over the long haul.”
-a medium-sized arts organization in Greater Minnesota
“We are surprised that we have had a turn-around after a very difficult 2009. We responded very early to the
threats of the economy in 2008 and began a first round of lay-offs, and then made a smaller second round of
lay-offs in 2009. We are now looking at restoring those staff positions as our admissions and contributed
income rebound.”
-a large arts organization in the Twin Cities
Page 3
4. Revenue streams show mixed anticipated results
Ideally organizations hope for reliability in their revenue cent expect to fall between 81-90 percent and 18 percent
streams, but uncertainty about the near future makes planning expect to fall below 80 percent of their annual revenue goal.
and budgeting grueling. As nonprofits project what percentage While each nonprofit has its own unique situation, some inter-
of their annual revenue goal they will meet, 11 percent report esting trends can be seen when looking at each type of rev-
that they expect to exceed their revenue goal, 46 percent enue stream.
expect to reach between 91-100 percent of their goal, 18 per-
Organizations report their year end Nonprofits Largest Revenue Source
expectations of revenue streams Private
Individual Earned Government Foundation
45% Activity Area Contributions Income Funding Grants Other
Arts, Culture and Humanities 21% 30% 15% 25% 9%
40%
Community Building, Volunteerism and Philanthropy 21% 10% 31% 24% 14%
35% Education related 17% 29% 17% 24% 12%
Employment and/or job related 5% 25% 65% 5% 0%
30% Environment and/or animal related 42% 0% 11% 37% 11%
Food and/or housing related 32% 21% 29% 18% 0%
25% Health and/or disease related 21% 30% 28% 9% 12%
Human services and/or youth development 12% 12% 48% 23% 4%
20% Legal, civil rights, advocacy and/or crime 11% 0% 63% 19% 7%
Mental health and crisis intervention 5% 52% 29% 0% 14%
15%
Location
10% Greater Minnesota 24% 13% 44% 11% 7%
Twin Cities 16% 23% 30% 23% 8%
5% Size
Small organizations 27% 13% 26% 27% 8%
0% Medium organizations 18% 21% 28% 24% 9%
Excellent Good Fair Poor Large organizations 8% 26% 48% 12% 7%
Very large organizations 15% 28% 50% 3% 5%
Earned Income Individual Contributions Corportate and foundation grants
Individual contributions
Individual contributions are the primary source of revenue for One type of individual donation that is the subject of ongoing
18 percent of nonprofits in Minnesota. Environmental (42 per- legislation is charitable rollover contributions from Individual
cent) and food and/or housing (32 percent) organizations Retirement Accounts. The provision allows individuals aged
were the types of organizations that most frequently reported 70½ and older to donate up to $100,000 from their
individual contributions as their primary source of revenue. Individual Retirement Accounts (IRAs) to public charities without
having to count the distributions as taxable income, yet due to
In the past six months, the majority of nonprofits reported indi-
the revenue loss to the Treasury this provision has to be extend-
vidual contributions have decreased (43 percent) or stayed the
ed each year by Congress.
same (33 percent) compared to the first six months of 2009.
Environmental nonprofits were very polarized in their experi- Only four percent of Minnesota nonprofits report receiving any
ences with individual contributions, because they had the high- IRA rollover contributions, with the most likely recipients being
est number of nonprofits reporting an increase (31 percent) large organizations (seven percent report receiving IRA
and one of the highest numbers reporting a decrease (50 per- rollovers) and both $10 million and above organizations and
cent). arts organizations (eight percent report receiving rollovers).
The total amount received by these organizations was
Some other types of organizations that most frequently reported
$91,000 – with a median of $5,000 per organization – a tiny
an increase in individual contributions were food and/or hous-
fraction of their total revenues.
ing (29 percent) and arts organizations (27 percent). Legal
related nonprofits (59 percent) and education related (48 per-
cent) were some other types of organizations that frequently
reported a decrease in individual contributions. While individ-
ual contributions are decreasing, they are not dropping dra-
matically. Fifty-two percent of nonprofits expect to reach over
90 percent of their annual individual contributions.
“Our individual contributions are not down as a whole number, but we are working much harder to identify
new donors. Our returning donors and new donors are all giving at a lower amounts and we are spending
more time and resources on fundraising and less on our programs.”
-a small education related nonprofit in the Twin Cities
Page 4
5. Earned Income
Twenty percent of nonprofits reported earned income as their Mental health (54 percent) and food and/or housing (48 per-
primary source of income. Mental health (52 percent), health cent) organizations most frequently reported an increase in
and/or disease related (30 percent) and arts organizations earned income, while employment related (50 percent) and
most frequently reported earned income as their primary community building (46 percent) organizations most frequently
source of revenue. reported a decrease. Even though earned income has shown
positive growth in the first six months, nonprofits are hesitant
Earned income has been the most stable revenue source in the
when estimating what percentage of their annual goals they
past six months. Thirty-four percent of nonprofits reported an
will reach.
increase in earned income in the past six months compared to
the first half of 2009, while 33 percent reported earned Twelve percent of nonprofits expect to exceed their annual goals,
income has stayed the same and 33 percent reported a while 44 percent expect to reach between 91-100 percent of
decrease. their goal, 22 percent between 81- 90 percent of their goal and
22 percent falling 80 percent or below their annual goal.
Foundation support
Twenty percent of nonprofits reported income from private foun- In particular, environmental (73 percent) and legal (67 percent)
dation grants as their primary source of income. Environmental nonprofits reported a decrease in funding from private founda-
(37 percent), arts (25 percent) and education (24 percent) tion grants. In contrast, twenty-four percent of arts organiza-
related nonprofits most frequently reported grants from private tions, 20 percent of both health and/or disease related and
foundations as their primary source of income. education related organizations reported an increase in private
foundations grants. Expectedly, only nine percent of nonprofits
Revenue from private foundation grants has been the least stable
expect to exceed their annual goals, while 35 percent expect
of nonprofit revenue streams. Fifty-three percent of nonprofits
to reach between 91-100 percent of their goal, 19 percent
reported a decrease in foundation grants in the past six months
between 81- 90 percent of their goal and 37 percent falling
compared to the first half of 2009, while 16 percent reported an
80 percent or below their annual goal.
increase and 32 percent reported grants stayed the same.
Government
The most common primary source of revenue for nonprofits is have reported experiencing delays in payment. Education
government funding. Thirty-four percent of nonprofits report related (43 percent) and mental health (36 percent) nonprofits
government funding as their primary source of revenue. have most frequently experienced delays in government pay-
ments. The State of Minnesota has negotiated a $500 million
The larger an organization’s budget size the more likely they
line of credit for its own use anticipating its own cash flow
are to have government funding as their primary source of rev-
problem, increasing pressure on organizations to time manage
enue. Fifty percent of very large organizations ($10 million +)
payments to vendors
and 48 percent of large organizations ($2 -10 million) report-
ed government funding as their largest funding source com- The Clean Water, Land, and Legacy Amendment passed by
pared to 26 percent for small organizations (less than Minnesota voters in 2008 provided an additional revenue
$400,000) and 28 percent for medium size organizations source for many arts and environmental organizations. Forty-
($400,000-2 million). Employment related (65 percent), legal nine percent of the arts organizations and sixteen percent of
related (63 percent), human services (48 percent) and commu- environmental organizations have received funding from the
nity building (31 percent) nonprofits most frequently reported Clean Water, Land and Legacy Amendment. Of arts organiza-
government funding as their primary source of revenue. tions, 42 percent used the funding to expand upon existing
programs and 39 percent used the funding to create a new
Adding to the management challenges can be cash flow prob-
long term project. Sixty-seven percent of environmental organi-
lems passed down from cash short units of government. Twenty-
zations used the funding from new long term projects.
seven percent of nonprofits that receive government funding
Special events
Many nonprofits have used special fundraising events to com- profits most frequently reported an increase in special events
pensate for the decline in other revenue areas. Fifty-three per- revenue. Comparatively, employment related (50 percent) and
cent of nonprofits have seen an increase in revenue from spe- education related (42 percent) most frequently reported a
cial events in the past six months compared to the first six decrease in revenue from special events. Sixty percent of non-
months of 2009, while 30 percent reported a decrease and profits in Greater Minnesota reported an increase in revenue
17 percent reported revenue stayed the same. Environmental from special events ten percent higher than the Twin Cities (50
related (75 percent ) and community building (64 percent) non- percent).
Page 5
6. Nonprofits are proactive in response to changing economy
In the past six months, Minnesota nonprofits have been deci- cent of food and/or housing reported a reduction.
sive in reacting to the current economic crisis. Eighty-five per-
Twenty percent of nonprofits put expansion plans on hold, the
cent of nonprofits have made operational changes to help in
most common types being mental health (38 percent), legal
the short term and 88 percent have taken steps to plan for the
related (26 percent) and arts organizations (26 percent).
long term future of their organization.
Another common measure taken by seventeen percent of non-
The most common change nonprofits made in order to respond
profits was to reduce programming. Arts organizations (26
to the economy has been to increase their fundraising efforts
percent) and human services organizations (24 percent) were
(49 percent).The types of organizations that most frequently
the most likely to reduce programming. Some other retrench-
reported increased fundraising efforts were food and/or hous-
ment measures taken by nonprofits were to reduce office space
ing (61 percent) and legal related (59 percent).
(7 percent), with this option most common for legal related
The second most common measure to respond to the economy organizations (19 percent); reduce the hours of operation (5
was to reduce the organization’s budget size (39 percent). percent); merge with another nonprofit organization (3 per-
Education related (49 percent), legal related (48 percent) and cent), a strategy most common among employment related
community building (26 percent) nonprofits most frequently organizations (10 percent); and change the mission of the
reported a reduction in budget size, while only twenty-six per- organization a very small 2 percent.
“In 2009 and 2010, we reduced staff in administration and building operations to protect programs. We did this
in anticipation of reduced foundation and United Way revenues. At this point, our staffing capacity is stretched to
the limit. There is no margin, even for staff vacations and illness. We are meeting increased demand but cannot
stretch the rubber band any further before it breaks.”
-a large human services organization in the Twin Cities
Looking toward the future
As the recession begins to turnaround, nonprofits report steps
Larger nonprofits more likely to plan for the future
they continue to take to prepare for the future. including:
90%
• Analysis of financial and programmatic trends over the 80%
past 1 to 3 years (63 percent). The most common types of 70%
organizations: mental health (81 percent) and employment 60%
related (75 percent).
50%
• Projection of revenue over the next 1 to 3 years (63 per- 40%
cent). The most common types of organizations: food 30%
and/or housing related (87 percent), employment related
20%
(80 percent) and mental health (76 percent).
10%
• Development of several scenarios and contingencies based 0%
on various assumptions about funding changes (61 per- Analysis trends Projection of Development of Analysis of Consideration Renegotiation of
revenue contingencies program costs short t
ti i t h t term or terms
t
cent). The most common types of organizations: mental based long term deficit
health (71 percent), food and/or housing related (68 per- Small organizations Medium organizations Large organizations Very large organizations
cent) and human services (68 percent). The least common
type of organization: environment (47 percent).
• Analysis of fully-allocated costs of programs, including indi- cent). The most common types of organizations: mental
rect expenses and the level of support for these programs health (38 percent), health and/or disease related (35 per-
(47 percent). The most common types of organizations: cent) and legal related (33 percent). The least common type
mental health (81 percent), health and/or disease related of organization: education related (20 percent)
(58 percent) and food and/or housing related (58 percent).
• Renegotiation of terms with funding sources (12 percent).
The least common type of organization: arts, culture and
The most common types of organizations: mental health (24
humanities (34 percent)
percent), health and/or disease related (23 percent) and
• Consideration of whether or not the organization should employment related (20 percent). The least common type of
intentionally run a short-term or long-term deficit (27 per- organization: arts, culture and humanities (4 percent).
Page 6
7. Perception on economy improving
While the past six months have shown some signs of
Nonprofits are predicting ongoing challenges
improvement, Minnesota nonprofits have not changed their
70%
outlook on the economy from the last survey. Fifty-eight per-
cent of organizations expect an increase in demand for serv- 60%
ices and 60 percent expect an increase in expenses. 50%
Nonprofits are slightly more optimistic about raising revenue 40%
compared to previous years. Fifty-six percent of organiza-
tions expect a decline in total revenue compared to 62 per- 30%
cent for December 2009 and 60 percent for May 2009. 20%
Forty percent of nonprofits believe their organization will suf-
10%
fer a decline in revenue from individual gifts, which is a 12
percent drop from six months ago. Nonprofits report that 0%
they are less worried about a drop in foundation grants as Increase in Decline in Decline in total Decline in Decline in None
demand for volunteers revenue revenue from revenue from
well with 55 percent expecting a decline compared to 66 services
i individual ift
i di id l gifts foundation
f d ti
grants
percent six months ago.
May 09 Dec 09 Jul 10
*Response to the question: As you look at the next 12 months, what challenges are like-
ly for your organization?
“While 2010 has been a good year so far, we are more concerned about 2011 than the second half of 2010.”
-a large mental health organization in the Twin Cities
“We have weathered the last 12 months with salary freezes and position reductions. The next 12 months look
to be a much bigger challenge as previous cuts aren't sufficient to make up the deficit.”
-a large education organization in the Twin Cities
MCN’s goal to strengthen the economic sustainability of nonprofits
MCN’s member organizations rely on MCN for information, As part of MCN’s 2010-2014 strategic plan, MCN’s board
resources and support to help them navigate the economy. approved four strategies to fortify nonprofit economics:
With a full set of tracking research, seminars and cost saving
a) Create practical tools and applications to increase the oper-
discounts, MCN is positioned to provide resources and tools
ational capacity of small to mid-sized organizations to
and to drive a new investigation of sustainable models, along
deliver effective services.
with partner organizations such as the Nonprofit Assistance
Fund and MAP for Nonprofits. b) Deliver timely fiscal data, revenue trends and projections on
Minnesota’s nonprofit economy.
Nonprofit leaders need access to specific information on cur-
rent conditions facing the sector, how to demonstrate and com- c) Enhance the public dialogue on nonprofit sustainability by
municate their impact and to imagine what a redesigned sector producing practical analyses on the realities of the nonprof-
will look like. it economy and appropriate management strategies.
d) Provide strategic guidance to nonprofit employers to
enhance affordability and purchasing power in health insur-
ance decisionmaking.
Page 5
8. Respondent distribution
This report analyses the results of the fourth Current Conditions This is a higher representation from the metro area than for
Survey. The survey was conducted from June 17-30, 2010 and Minnesota nonprofits as a whole, where the Twin Cities Metro
was sent to approximately 2,000 nonprofits. It was completed Area holds 51 percent of all nonprofits while 49 percent are
by 447 organizations employing roughly 22,664 staff. located in Greater Minnesota.
The participating organizations represent the full range of The survey was completed by 54 percent executive directors, 2
Minnesota nonprofit activity areas, budget sizes and geograph- percent chief operating officers, 8 percent chief financial offi-
ic locations. 74 percent of the respondents were from the Twin cers, 10 percent development directors and 26 percent other
Cities Metro Area and 26 percent from Greater Minnesota. staff positions .
Responses by activity area
Mental health and
Legal, civil rights, crisis intervention
advocacy and/or 5% Community Building,
crime Volunteerism and
6% Arts,
Arts Culture and Philanthropy
py
Humanities 9%
13%
Human services
Education related
and/or youth
9%
development
29%
Health and/or Food and/or housing
disease related related
Employment
10% 9%
and/or job
related
5%
Environment and/or
animal related
4%
2314 University Avenue West, Suite 20, Saint Paul, MN 55114
TeL: 651-642-1904 • 800-289-1904 • Fax: 651-642-1517 • www.mncn.org
About the Minnesota Council of Nonprofits
The Minnesota Council of Nonprofits (MCN) is the statewide association of more than 2,000 Minnesota nonprofit organizations. Through its
Web site, publications, workshops and events, cost-saving programs and advocacy, MCN works to inform, promote, connect and strengthen
individual nonprofits and the nonprofit sector.
Copyright ® 2010 Minnesota Council of Nonprofits. All rights reserved. Short sections of text may be quoted without explicit permission,
provided that full credit is given to the source. Additional copies of this report can be downloaded from MCN’s Web site at
www.mncn.org.