General Operating Support

The current economic climate has forced many nonprofit arts organizations to confront underlying issues. Tensions mount, dollars are scarce, and unresolved weaknesses or fissures often grow. We have seen heartening examples of artists, donors, audiences, and funders rallying to support the art and organizations that they love. In some cases, streamlined, more focused organizations are forging ahead with renewed determination. But in other cases, the economic downturn may herald the time to close the doors.

In late January GIA polled its 309 member organizations about their organization's responses to the economic downturn. 117 (38%) members responded, which provides a healthy sample of the membership.

Members reported their expected 2009 arts grantmaking would likely compare to 2008 as follows:

• 41% expected that 2009 would be the same as 2008.
• 13% expected that it would be reduced to 90% of 2008.
• 12% expected that it would be reduced to 80% of 2008.
• 11% expected that it would be reduced to 70% of 2008.

In a broad, historic shift, and under a variety of names - like cause marketing or strategic philanthropy - large corporations are changing the way they view their charitable donations. Most appear to want a closer alignment with their business objectives

Available free online from the Stanford Social Innovation Review

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   Philanthropy, Inc.
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This brief is the first of two that summarize results from detailed case studies of the financial management of nine nonprofit organizations. It focuses on the relationship between spending on administration and fundraising and the effectiveness of nonprofit organizations in carrying out their missions. Smaller organizations tended to invest less in organizational infrastructure, resulting in conditions that compromised their effectiveness.

This article takes a look at strategic or effective philanthropy—funding which actively seeks to efficiently achieve a donor's goals—and assesses some ways in which strategic philanthropy is structured.

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   Smart Money (3.35Mb)

2007, 29 pages. Creative Trust, 215 Spadina Avenue, Suite 129, Toronto, ON, M5T 2C7, (416) 506-9047, www.creativetrust.ca

http://www.creativetrust.ca/download/CT_Evaluation_Report_Year3.pdf

2008, 271 pages. The Aspen Institute, One Dupont Circle, NW, Suite 700, Washington, D.C., 20036, (202) 736-5800, www.aspeninstitute.org

This book is a comprehensive analysis of the results of the Strengthening Nonprofit Advocacy Project, a joint research effort of OMB Watch, Tufts University, and the Center for Lobbying in the Public Interest. It calls on foundations to create initiatives for advocacy activities, increase their use of general operating grants and remove language restricting lobbying from grant letters.

2005, 11 pages. TCC Group, 31 West 27th Street, 4th Floor, New York, NY 10001, (212) 949-0990

http://www.tccgrp.com/pdfs/per_brief_impact.pdf

2008, 23 pages. TCC Group, 31 West 27th Street, 4th Floor, New York, NY 10001, (212) 949-0990

http://www.tccgrp.com/pdfs/MaximizingFoundationEffectiveness.pdf