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More About This Title Recession, Recovery, and Renewal: Long-TermNonprofit Strategies for Rapid Economic Change
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The slow and uneven climb out from the Great Recession promises nonprofits an economic future that is unlike the past. Get equipped with the tools you need to plan your resilient nonprofit strategy with Recession, Recovery, and Renewal: Long-Term Nonprofit Strategies for Rapid Economic Change. This dynamic book reveals how your nonprofit can choose and assess indicators that will anticipate rapid twists in the road. It illustrates how your nonprofit can adapt management, programs, skills, leadership, and governance to take advantage of—rather than suffer through—rapid and constant change.
This book is a practical guide that teaches readers to identify, choose and track trend indicators in the market; establish systems to take up and act on both challenges and opportunities surfaced by those indicators; and produce concrete evidence of the impact of paying attention to those indicators.
- Examines the Great Recession and its effect on government finance
- Explores economic and industrial structure and performance over the next two decades, domestically and globally
- Provides a concrete strategic guide toward change, grow capacity, and fulfillment of your nonprofit's mission
- Offers a practical guide to restructuring the business model of nonprofits to anticipate—not react—to change
- Documents the nature and levels of current and future economic change
Featuring a profile self-assessment questionnaire to help readers determine their readiness to adapt to change and to produce evidence to support innovation and performance and case studies written by agencies of Omnicom, a global Fortune 200 company, together with their nonprofit and corporate partners based on actual strategy development, Recession, Recovery, and Renewal:Long-Term Nonprofit Strategies for Rapid Economic Change is the first book to provide the nonprofit sector with a concrete guide to organizational strategy based on documented statistical evidence of the future economic and leadership structure—that will eventually become the operating environment.
English
SUSAN U. RAYMOND, PhD, is Executive Vice President for Research and Analytics at Changing Our World, a full-service nonprofit and philanthropy consulting firm. In this role, Susan is responsible for designing and conducting business operating environment research for both nonprofits and foundations, as well as developing business plans and program evaluations for new and existing institutions. Susan is a member of the advisory board of the Center for Global Prosperity in Washington, D.C., and a member of the advisory boards of The Global Index of Philanthropic Freedom and America's Unofficial Ambassadors. In 2012, the Director of the National Science Foundation appointed her to the board of the Civilian Research and Development Foundation. Susan has worked on philanthropy and economic development projects throughout Africa, the Middle East, and Eastern Europe, as well as in Russia and Asia and has held positions with the New York Academy of Sciences, The World Bank, Center for Public Resources, and U.S. Agency for International Development. In 2011, Women United in Philanthropy honored Susan with the Women in Excellence and Achievement Award. She has written for many publications, particularly in the areas of economics, healthcare, and corporate responsibility, and is the author of three books with Wiley.
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List of Cases xi
Acknowledgments xiii
CHAPTER 1 Introduction 1
Looking Back and Its Dangers 1
Looking Forward and Its Challenges 2
Organization of This Work 4
PART I RECESSION AND RECOVERY 7
CHAPTER 2 Cascading Crisis 9
The Great Recession of 2007–2009
The Near-Term Roots 10
The Costs in Human and Economic Terms 16
The Nonprofit and Philanthropic Sector 18
CHAPTER 3 Recovery and Near-Term Economic Prospects 27
Overall Growth 27
Public Finance 29
Employment and Jobs 30
Household Incomes 33
Europe and Asia 35
Summary and Implications 37
PART II GLOBAL ECONOMIC CHANGE 43
CHAPTER 4 A Multipolar Global Economy 45
Economic Performance 46
The Global Middle Class 47
Industrial Structural Change 48
Capital Integration 50
Trade and Business Patterns 52
Summary and Implications 54
CHAPTER 5 Changing Corporate Context 59
The United States
Industrial Structure 59
Employment and Skills 61
Corporate Markets and Location 65
New Firm Formation 66
Summary and Implications 67
CHAPTER 6 Changing Corporate Context 73
The Global “South”
Corporate Growth 73
Labor Force and the New Employee 76
Innovation 77
Summary and Implications 79
CHAPTER 7 It Depends on What You Mean by “Give” 83
Investing in Problem Solving
Social Enterprise 85
Program- and Mission-Related Investing 87
Social Franchising 89
Impact Investing 90
Variations and Applications 92
Summary and Implications 94
CHAPTER 8 Wealth 99
New Faces and New Places
A Glance Backwards for Perspective 99
Globalization 100
Women and Wealth 103
The Rise of the Young 108
Summary and Nonprofit Implications 109
CHAPTER 9 The Global Benefits of Rising Well-Being 115
Education 116
Health Status and Its Consequences 120
Participation and Connectivity 124
Summary and Nonprofit Implications 125
CHAPTER 10 Next-Gen Leaders 129
The Emerging Corporate-Nonprofit Gap
Corporate Leaders 129
Nonprofit Leaders 132
Summary and Nonprofit Implications 134
PART III REQUISITE CHANGE IN THE NONPROFIT SECTOR 139
CHAPTER 11 The Globalization of Philanthropy in the United States and Abroad 141
Individual Giving to the World 141
Corporations: Giving Where the Markets Are 143
The Rising Strength of Philanthropy around the World 146
Summary and Implications 154
CHAPTER 12 The Erosion of Place 159
Migration 160
Borderless Technology 162
Summary and Implications 166
CHAPTER 13 Will Complexity Erode Trust? 171
Taxes and the Relationship with Government 171
The Views of the Public 175
Summary and Implications 180
CHAPTER 14 Programming for the Future 185
Global Health 186
States, Poverty, and Philanthropy 190
The Young and the Old 191
Summary and Implications 194
CHAPTER 15 The Arc of Philanthropic Innovation 201
The End of Definitions 201
A Complementary Resource System 202
A Word of Caution 207
Whence Passion? 208
Summary and Implications 209
PART IV STRATEGY FOR RAPID CHANGE 211
CHAPTER 16 Five Organizing Principles for Strategy amid Rapid Change 213
Maintain an Outward Line of Sight 213
Create a Culture of Evidence 214
Set Reasonable and Measurable Goals 216
Ask, Ask, Ask: How’m I Doin’? 216
Attend to Brand 218
Do Not Act Alone 219
Summary and Implications 220
CHAPTER 17 The Utility of Fluid Discipline 225
Option 1: Run, Shoot, and Holler 225
Option 2: Fluid Discipline 226
Summary and Implications 238
CHAPTER 18 Indicators and Evidence: A Suggested Place to Begin 243
Categories 244
Possible Partners in Implementation 250
Summary and Implications 251
APPENDIX 1 Case Solutions 253
Case A: Plunging Resources and Community-Wide Crisis 253
Case B: Private Resource Strategies for the Long Haul 254
Case C: Private Fundraising Strategy in a Newly Open Society 254
Case D: Global Company Seeks Global Engagement 255
Case E: Public Resources and Private Outreach 256
Case F: New Leaders, New Passion, Persistent Problems 257
Case G: Strength to Strength: Partnership to Boost Engagement 257
Case H: Globalization and Social Media 258
Case I: Multichannel Pathways to Reach New Fundraising Markets 258
Case J: New Strength through Simplifying Identity 260
Case K: Communications Strategy for Shifting Demographics 261
Case L: New Institutions for New Demographics 262
Case M: New Brand Strategy amid Economic Crisis 262
Case N: Measuring Subtle Change in Diverse Organizations 263
APPENDIX 2 Self-Assessment Questionnaire 265
About the Author 269
Index 271
