| You have a project and are seeking the funding | | | | at all possible. It is best to look to downsize the |
| to see the project through completion. In making | | | | least utilized services and programs so as to |
| your case for support you have outlined the | | | | minimize the impact on the target population |
| need, the target population, project | | | | served. |
| implementation, staffing, etc. But what will happen | | | | - Lay off staff: No one likes to do this but it is |
| to this worthy and much needed project if the | | | | often a necessity if the organization is to survive. |
| funding never materializes? | | | | Of course, it is important that you are not cutting |
| Every organization should have a "prepare for the | | | | staff that are most likely to help the organization |
| worst" contingency plan to move forward with a | | | | pull out of a financial crisis. I am shocked by how |
| project or without a project if fund raising | | | | often fundraising and development staff are the |
| activities do not go as planned. Thus, your | | | | first to be let go. |
| ministry should pursue the following strategies if | | | | - Identify alternate forms of financing: Too many |
| the worst case scenario does emerge. | | | | organization fail to diversify and end up with one |
| - Look for cost saving alternatives: By being | | | | main funding source. It is important to have a fully |
| innovative and entrepreneurial, organizations often | | | | diversified funding strategy to enable long term |
| can figure out how to do "more for less." It may | | | | success. Major giving, individual contributors, |
| be that combining the project with an existing | | | | planned giving, special events, earned income |
| program will realize enough of a savings to | | | | strategies, charging fees for some services are all |
| implement both programs. Perhaps outsourcing | | | | good candidates for inclusion in a diversified |
| some of the administrative components can save | | | | strategy. Just because the organization is a |
| enough to implement a project. | | | | non-profit does not mean it is prohibited from |
| - Reduce program services or eliminate programs | | | | making money. Further contingency planning may |
| altogether: Prioritization is key to understanding | | | | also include securing loans or establishing lines of |
| the mission and vision of a project or program | | | | credit to bridge funding lulls. |
| and how critical it is to the vitality of the | | | | Expecting success is often immeasurably tied to |
| organization. Cutting or eliminating the most visible | | | | actual success. But the saying "expect the best |
| programs, or programs that serve the | | | | but plan for the worst" is never more true than |
| community's greatest needs should be avoided if | | | | with funding development. |