Economic Outlook 2010:

Illinois Nonprofits and Grantmakers

Still Reeling After Rough Year

January, 2010
 Economic Outlook 2010: Illinois Nonprofits and Grantmakers
Still Reeling After Rough Year
Since 2002, Donors Forum has regularly surveyed its grantmaking Members
and nonprofit Forum Partners to assess the impact of current economic
Respondent Profile
conditions on organizational operations and financial health. A survey
conducted in late fall, 2008 uncovered evidence of financial stress on the sector A total of 55 Members
caused by the then still-emerging economic crisis. The most recent survey, participated in the
conducted in November, 2009, documents the effects of the economy both on survey, the largest
grantmakers’ current and planned grantmaking activities and on nonprofits’ proportion of whom
resources, capacities, and future survival strategies. (54%) represented by
family (27%), private
independent (18%), and
Key Findings corporate (9%)
foundations. The
The survey findings affirm that the economic downturn has had a serious remaining 46%
impact on nonprofit operations. Seven in ten of the nonprofits surveyed (71%) represented a mix of
reported that they had decreased their budget in 2009, and nearly as many corporate giving
(66%) that their operating reserves had declined. Indeed, 63% had only 3 programs (16%), public
months or less of reserves, and only 11% had more than 12 months. (13%) and community
(11%) foundations, and
charitable trusts (4%) or
Alarmingly, more than four in ten (44%) nonprofits reported reductions in their
quasi-governmental
number of full-time paid staff. This is more than twice the percentage agencies (1%).
reporting staff reductions in last year’s survey (19%). At the same time, the
percentage reporting decreased ability to meet service demands nearly doubled, The number of Partner
rising from 22% to 41%. respondents was 183.
More than one-third
A key factor in these resource and capacity reductions is decreased funding were human services
from nonprofits’ major revenue sources. The most widely reported declines providers (36%), and
most of the rest were
were in foundation giving (68%), corporate sponsorships (63%), and
educational (18%),
government funding (62%). For many of those experiencing reduced cultural (15%), or social
government funding, the culprit is delayed payments from the state government change/community
(36% of all nonprofits surveyed), in virtually all cases leading to cash flow improvement-oriented
problems. organizations (12%).
Additional types of
The widespread decline reported in foundation giving is consistent with the nonprofits represented
grantmaking trends reported by Donors Forum’s Members. One-half of the included health (9%)
grantmakers surveyed (50%) had decreased their giving levels in the past 12 and environmental or
months – up from 32% in the 2008 survey. Plans for further decreases in the animal welfare (2%)
coming year were additionally reported by 37%, while 20% planned increases. organizations.
As shown in the
Almost all grantmakers (90%) agreed that the economy had had at least some Methodology section at
impact on their grantmaking activities. For many, this included changes in the end of the report, the
funding programs or priorities (43%) – most frequently, temporary changes survey respondents are
(31%), but for 12%, permanent changes. roughly representative
of Donors Forum’s
overall grantmaking
In two specific support areas, grantmakers were far likelier to plan to increase
Member and nonprofit
than decrease funding levels in the year ahead. One area is operating support, Partner constituency.
with 27% planning to increase funding levels, but only 7%, to decrease
funding. The other area is capacity building and/or strategic planning grants,

Donors Forum’s Economic Outlook 2010 Page 2

for which a full 49% plan an increase in support, and only 6%, a decrease.

These plans reflect grantmaker’s concerns about nonprofit sustainability. More than four in ten
grantmakers (42%) reported that they had increased their focus on support for nonprofit capacity
building and sustainability in the past year, and 54% gave specific examples of strategies they were
employing. These ranged from providing technical assistance funding, pro bono consultation, and
support for training, to “facilitating and supporting collaborative efforts amongst grantees” and
increasing operating funding. Nearly one-third of grantmakers who answered the applicable survey
question (30%) also reported plans to facilitate or support nonprofit mergers – up from 17% in last
year’s survey.

For their part, nonprofits have made changes to their fundraising strategies. While the majority has
continued to increase the number of funders approached (78%), a nearly equal percentage (74%) has
expanded the number of individual donor strategies employed. This represents a significant increase
over the previous year (57%) and is in line with a growing emphasis on “diversification of revenue
streams” as a current (60%) or planned (18%) sustainability strategy. Nonprofits are not likely,
however, to have adopted (4%) or to plan to adopt (10%) a merger strategy.

Detailed Findings

Declines in Nonprofit
Resources and Capacities FIGURE 1 - Percent of Nonprofits Experiencing Increases or
Decreases in Resources/Capacities Over the Past 12 Months
The survey findings show that
Budget 71%
67% of nonprofits have 15%
experienced increased demand
Operating reserves 66%
for services in the past 12 11%
months, yet 41% had decreased
Number of paid full-time staff 44%
ability to meet that demand. 11%
This represents a nearly twofold
Number of volunteers 6%
increase over the percentage 43%
reporting such a decrease in the
2008 survey (22%).

Nonprofits’ reduced capacities Ability to meet demand for services 41%

17%
reflect reductions in their
operating resources. Seven in Requests for services 11%
67%
ten of the nonprofits surveyed
(71%) reported that they had 0% 20% 40% 60% 80%
decreased their budget in 2009. Decrease Increase
Nearly as many (66%) also
reported declines in their
operating reserves. In all, 63% reported having reserves of only 3 months or less, including 12% who
had depleted their reserves entirely, while only 11% had reserves of more than 12 months.

Among the cutbacks most likely to affect nonprofit service delivery is in the number of paid staff.
More than four in ten (44%) nonprofits reported reductions in this area – more than double the
percentage reporting staff cutbacks in 2008 (19%). Responses elsewhere in the survey indicate that the
cutbacks ranged from layoffs to reduced hours, changes from full-time to hourly contract status, and
delays in hiring for vacant positions.
Donors Forum’s Economic Outlook 2010 Page 3
Specific Spending Cuts:
Also reflected in nonprofits’ FIGURE 2 - Percent of Nonprofits Reporting Spending Cuts in the Past
reduced capacities are 12 Months
cutbacks in expenditures on Office supplies 52% 20%
direct program costs. The
findings displayed in Figure Printing and design 46% 24%
2 show this to be one of Professional development 35% 29%
nonprofits’ most frequently
targeted areas for spending Direct program costs 39% 24%
cuts (reported by 63%). Fundraising event-related costs 37% 23%

Other areas in which a Mailing expenses 40% 19%

majority of nonprofits Staff travel 34% 24%
reported cuts in spending
included office supplies Equipment 39% 18%
(72%), printing and design Building-related 30% 14%
(70%), professional
Staff salaries 27% 14%
development (64%),
fundraising event-related Staff benefits 25% 6%
costs (60%), mailing
Volunteer support costs 18% 10%
expenses (59%), staff travel
(58%), and equipment
0% 10% 20% 30% 40% 50% 60% 70% 80%
purchases or maintenance
(57%). Cuts of 1%-10% Cuts of over 10%

Where nonprofits tended to have made the deepest cuts were in spending on professional development
and staff travel. Nearly one-quarter (23%) had reduced their professional development expenditures by
more than 20%, while 6% had cut out these expenditures completely; staff travel, meanwhile, was cut
more than 20% by nearly two in ten NPOs (18%), with 5% eliminating it completely.

While salaries and benefits were among nonprofits’ least reduced expenditures, cuts were nevertheless
made by, respectively, 41% and 31% of all the nonprofits surveyed. For the most part, the cuts made
were in the 1%-10% range. However, 14% of nonprofits cut salaries by more than 10%. This includes
9% who cut salaries by 11% - 20%, and 5% who made cuts of more than 20%.

Key Factor in Nonprofits’ Reduced Capacities: Reduced Funding Levels

Nonprofits’ resource and capacity declines reflect declines in revenue. In all, 68% of nonprofits
experienced revenue declines over the past year, while only 14% experienced increases.

The funding sources from which nonprofits were most likely to report declines were foundation giving
(68%), followed by corporate sponsorships (63%), and government funding (62%). Around half also
reported decreases in revenue from corporate grants (54%), individual giving and annual campaign
contributions (both 53%), major gifts from individuals (48%), and special events (48%).1

1
The percentages reported for each funding source represent the percentage of all nonprofits indicating that they rely on
this source. The percentages are, respectively, 91% for foundation giving, 73% for corporate sponsorships, 72% for
government funding, 68% for annual campaign contributions, 76% for corporate grants, 92% for individual small gifts,
83% for major gifts, and 87% for special events revenue.

Donors Forum’s Economic Outlook 2010 Page 4

 FIGURE 3 - Percent of Applicable Nonprofits Experiencing
Decreases in Funding Over Past 12 Months: 2008-2009 A comparison of the 2009 and
vs. 2007-2008 2008 survey results affirms the
declines found in nonprofit
Foundation giving* 68% funding in the most recent survey
30% (Figure 3). The percentage of
62%
nonprofits reporting declines for
Government funding foundation giving showed the
40%
sharpest increase, rising from 30%
Individual giving – small gifts** 53% to 68% – a more than twofold
35% increase. This finding is also
48% consistent with the trends found
Major gifts from individuals for grantmakers in the two
surveys, which reveal progressive
Special events/benefits 48% declines in grantmaking levels
revenue 34%
from 2008 to 2009.
Earned income 47%
32%

0% 20% 40% 60% 80%

2008-2009 (n=164) 2007-2008 (n=223)

*Foundation and corporate grants combined in 2008 survey

**Type of individual giving not specified in 2008 survey

Impact of Delayed State Payments: Of the 62% of nonprofits who experienced reductions in
government funding, more than half specified the source of these reductions as delayed state
government payments (36% of all the nonprofits surveyed). In virtually all cases, the delays had led to
cash flow problems.

When asked to indicate the average length of the delays, most reported periods of 2 - 5 months (40%) or
6 - 12 months (36%), with only 7% indicating that they had waited a month or less. A full 75% also
reported waiting longer this year than last.

The severity of the impact of the delays is underscored by the actions many nonprofits have taken as a
result. A number reported having increased their lines of credit or taken out short-term loans to deal
with cash flow problems; others have delayed payment of bills or made spending or service cuts.2 To
cite specific examples:
“We amended our bylaws to allow for borrowing. We now run a line of credit to help with cash
flow. We've reduced spending everywhere possible because of the uncertainty of when cash will be
available.”
“We asked staff to go on furlough one day per pay period. We also took out a short-term loan
offered by [a Donors Forum Member].”
“Used line of credit; delayed payment of bills.”
“Cut staff salaries, delayed hiring, and delayed building improvements.”

2
In response to another survey question, 41% of nonprofits reported either taking out a loan or line of credit (16%) or
using an existing credit line (25%) to pay for budget shortfalls, while 33% indicated they had delayed vendor payments.

Donors Forum’s Economic Outlook 2010 Page 5

Changes in Nonprofits’ Fundraising Strategy

In spite of the need for FIGURE 4 - Percent of Nonprofits Reporting Increases in

spending reductions, very few Fundraising Efforts Over Past 12 Months: 2008-2009 vs. 2007-
nonprofits reported having 2008
cut back on their fundraising
Number of funders approached 78%
activities. On the contrary, 71%
most had either maintained or Number of individual donor strategies 74%
increased their activity levels pursued 57%
over the past 12 months.
Collaborative funding opportunities 68%
sought
Nonprofits were most likely to
Outreach to government agencies and 63%
report increased activity in lawmakers who authorize funding
two specific areas. One was
Number of fundraising events held 40%
the number of funders 29%
approached, with 78%
Number of direct mail appeals sent out 39%
reporting such increases. As 39%
one respondent explained,
this reflects a need “for a Membership dues charged 22%
5%
more diverse set of funding
relationships as dollar 0% 20% 40% 60% 80% 100%
amounts from…current 2008-2009 (n=135-142) 2007-2008 (n=191-194)
funders shrink.”

Where nonprofits were nearly as likely also to have made increases was in the number of individual
donor strategies pursued (74%). This represents a sizable increase over the comparable percentage in
the 2008 survey (57%) and, for many nonprofits, signals a change in overall fundraising strategy. In the
words of one: “Events are not a good investment for our time. We don't have enough volunteers, and
sponsorships are down. [Our] strategy is on individual donors.” Agreed another: “[Our] focus [for next
year is] on better organized major gifts and planned giving programs, as we believe that is where we
have the most opportunity in both the short- and long-term.”

Specific examples of strategies cited also reveal a willingness to try new/non-traditional or more
personalized cultivation methods, such as “small gatherings” hosted by board members, “segmenting the
donor file and asking board members to select names for personal solicitation,” and use of “social
media.”

In addition to the above two activity increases, a majority of nonprofits reported increasing their efforts
to seek collaborative funding opportunities (68%) and reach out to government agencies and lawmakers
who authorize funding (63%).
• Among the reasons given for increasing government/legislative outreach were “to diversify our
revenues [through increasing awareness of our programs/services] and… get help to move funds that
were stuck at the state level,” as well as “to look for Stimulus funding opportunities.”
• As for the types of collaborative funding opportunities sought, these included working with other
organizations on joint grant or government funding proposals, engaging in resource sharing and
cross-marketing relationships, e.g., “sharing mailing lists, opening [our] programs to [other
organizations’] members, and sharing online resources rather than developing our own” – and, on
the part of statewide nonprofits, forming local partnerships.

Donors Forum’s Economic Outlook 2010 Page 6

While nonprofits were less likely to have increased the number of fundraising events held (40%) or
direct mail appeals sent out (39%), they were still far more likely to have increased than decreased either
type of activity (respectively, 40% vs. 10%, and 39% vs. 4%). In many instances, these increases
represented the adoption of more cost-effective implementation strategies, for example:
• Substitution of email for postal mail solicitations.
• In the case of fundraising events, increased reliance on board members or volunteers to plan or
organize events and “moving to more frequent, less expensive events, both from the cost perspective
and [the perspective of] ticket price.”

Capacity Building/Sustainability Strategies Employed by Nonprofits

A majority of the applicable survey respondents (76%) reported that they planned to increase their focus
on strengthening their organization’s capacities/sustainability in the coming year. However, for the
numerous nonprofits struggling with simply staying in operation, the primary focus is, necessarily, on
making necessary budget adjustments and striving to increase revenues. As one respondent put it:
“We plan to stay the course as much as possible. Some programs. . .were eliminated last year. The
demand for our services continues to grow even as our funding continues to shrink. We are looking
for creative fundraising ideas, and ways to do the most we possibly can with the revenues we do
have and only two people on staff.”

Nonprofits were also asked

FIGURE 5 - Percent of Nonprofits with Current or Planned
about their use of a series of
Strategies for Addressing Organizational Sustainability and
specific capacity and
Capacity-Building
sustainability building
strategies. As Figure 5 shows, Strategic planning process (n=137) 66% 23%
they were most likely to be
already using strategic Diversification of revenue streams
60% 18%
planning (66%) and a revenue (n=136)
diversification strategy (60%). Staff/board leadership development
48% 33%
programs (n=137)
Some of the fundraising
strategies previously reported Advocacy outreach campaign (n=128) 36% 18%
are examples of strategic
efforts to diversify revenues – One-on-one consulting (n=129) 29% 20%
in particular, nonprofits’
initiation of collaborative Facilitation of nonprofit mergers
funding relationships and 4% 10%
(n=127)
increased emphasis on
individual donor cultivation. 0% 20% 40% 60% 80% 100%
Indeed, among respondents’ Already Initiated Planning to Initiate
self-described “major
priorities” for the coming year were to “identify opportunities for collaborative partnerships to bolster
sustainability,” “continue to aggressively pursue donor cultivation and stewardship, while trying to hold
the line on expenses,” and “increase collaboration; focus on major gifts/retention.” Strategic planning
was also identified as a “major priority” by several respondents.

The strategy of least interest to nonprofits, meanwhile, was exploration of merger opportunities: 4%
had already initiated such a process, while only 10% planned to so in the future.

Donors Forum’s Economic Outlook 2010 Page 7

Declines in Nonprofit Revenues Matched by Declines in Grantmaker Giving

Half of grantmakers (50%) reported

FIGURE 6 - Changes in Grantmaking Levels from
declines in their grantmaking levels
in 2009 – more than double the Previous Year: 2008-2009 vs. 2007-2008
percentage reporting declines the
previous year (Figure 6). Of these, 50%
more than half had decreased their Decreased
23%
giving levels by over 10%, and more
than one-quarter had decreased
giving by over 20%. Remained the 23%
Same 42%
When asked about their plans for the
coming year, 37% indicated that they 27%
anticipated making further decreases, Increased
33%
while 20% planned increases. By far
the most frequently cited reason for
planning to decrease grantmaking 0% 20% 40% 60%
levels was changes in the 2008-2009 (n=52) 2007-2008 (n=52)
organization’s assets value (75%).

Impact of Economy on Current and Planned Grantmaking Activities: A full 90% of grantmaker
respondents indicated that the economy had had at least some impact on their grantmaking activities,
and for 42%, the impact has been “significant” rather than “moderate” (27%) or “slight” (21%). This
impact is reflected in the decline in grantmakers’ assets, in turn reducing the amount of funds available
for grantmaking. In all, 65% of grantmakers experienced a decline in asset value in 2009, with one-
quarter (26%) reporting declines of more than 20%.

For substantial numbers (43%), the economy has also led to changes in program and funding priorities –
most frequently, temporary changes (31%), but, for 12%, permanent changes. These are in line with
their perceptions of nonprofit need. A full 59% of grantmakers reported seeing an increase in overall
volume of funding requests, up from 47% in 2008. In addition, 44% saw an increase in demand for
operating support, compared to only 28% the previous year.

Specific program/priority changes reported by grantmakers acknowledge both nonprofits’ increased

need and the impact of the economy on their own capacities:
“We will focus on fewer projects and priorities, but intend to make stronger commitments in those
areas.”
“[We’ve] become much more strategic in selecting grant recipients. [We also plan to] strengthen
relationships/partnerships with grantees.”

Grantmaker Emphasis on Strengthening Nonprofit Sustainability

A key component of many funders’ grantmaking strategies is a concern about long-term nonprofits
sustainability. More than four in ten grantmakers (42%) indicated that they had increased their efforts to
support nonprofits capacity building and sustainability in the past year, and more than half (54%)
reported specific strategies they had used.

Donors Forum’s Economic Outlook 2010 Page 8

• The most frequently mentioned strategies were awarding “technical assistance” funding; providing
or supporting consultation and training on strategic planning, board engagement, and other issues;
and increasing operating support on an as-needed basis, e.g. (as specified by two grantmakers), in
the form of an “emergency assistance fund.”
• Also mentioned were “strategic volunteering,” “in-kind donations,” “suggesting and making
available PRIs,” and facilitating collaborative arrangements among grantees.

While none volunteered facilitation of/support for mergers as a currently used strategy, the percentage
reporting plans to do so in the coming year represented a significant increase over the comparable
percentage the previous year: 30% vs. 17%.

There was also a substantial increase in the percentage of grantmakers reporting plans to streamline their
grant review and reporting process. Indeed, a majority reported such plans in the 2009 survey (60%),
compared to only 33% in 2008. That this is viewed as a strategy for enhancing nonprofit sustainability
is suggested by some of the “specific strategies” volunteered by grantmakers, among them:
“Changing [our] guidelines to allow for more flexibility in use of funds across budget categories”
Offering “more operating support, bonus grants when available to long time arts grantees hurt by the
economy” at the same time as “relaxing some [grants] requirements. . . to make things easier for
grantees.”

Specific Threats to
Nonprofit Sustainability: FIGURE 7 - Percent of Grantmakers Concerned about Issues
Grantmakers were asked Potentially Affecting Health of Nonprofit Sector
to rate their level of
concern about eight Decreases in private funding due to the
52% 34%
specific issues affecting economy
the nonprofit sector. Increased demand for services 50% 32%
They expressed the
greatest overall concern Delayed government payments 62% 16%
about decreased private
sector funding (of Reduced government funding 64% 14%
concern to 87%) and
increased demand for Reduced access to credit 28% 32%
services (82%). They
were most likely to be Increased operating costs 24% 32%
very concerned, however,
about government State tax legislation 29% 22%
funding issues (Figure 7).
Increased scrutiny of nonprofits by
10% 33%
These concerns are best government
summarized by one
0% 20% 40% 60% 80% 100%
grantmaker’s comment:
“Given the combination Very Concerned Moderately Concerned
of increased demand for
services and reduced funding, particularly public resources, I am most concerned about the possible
shutdown/failure of even the most capable, responsible organizations.”

Donors Forum’s Economic Outlook 2010 Page 9

Types of Support Planned for Coming Year

For most types of support,

FIGURE 8 - Grantmakers Planning an Increase or Decrease in
around two thirds (66% - 68%)
Specified Types of Support: Percent of All Grantmakers that
of applicable grantmakers Provide Each Type of Support
planned no changes in funding
levels for 2010 (Figure 8). Capacity building/strategic planning 46%
For capacity building/strategic grants (70%) 49%
planning grants, however, less
Multi-year grants (73%) 56%
than half planned to maintain 28%
current funding levels (46%) –
a reflection of the General/operating support (80%) 66%
comparatively large percentage 27%
planning to increase their 67%
Program support (94%)
support (49%). 21%

The far larger increase in Support for renewal grants (82%) 67%
14%
planned support for capacity
building/ strategic planning Support for capital campaigns (55%) 68%
than other types of funding is 0%
in line with grantmakers’
above-reported strategies for 0% 20% 40% 60% 80%
enhancing NPO % of Applicable Grantmakers
(% of total that each % represents shown in parentheses)
sustainability. Similarly,
grantmakers were less likely to No Change Increase
plan decreases for operating
support (7%) than for other types, including capital campaign support, for which 32% planned
decreases, renewal grants (19%), multi-year grants (17%) and program support (13%).

Degree of Alignment between Grantmaker Plans and Nonprofit Needs

A full 85% of nonprofits reported that they anticipated needing increased operating support in 2010, and
74%, an increase in program/project support. While grantmakers are more likely to plan increases than
decreases in these types of support, the percentages planning increases are still considerably lower than
the percentages of nonprofits indicating increased need.

Conversely, only 37% of nonprofits anticipated needing increased capacity building/strategic planning
support, while 49% of grantmakers planned to make increases in this area. As previously noted,
nonprofits are also considerably less likely to currently or plan to use a merger strategy (14%) than
grantmakers are to be interested in supporting or facilitating mergers (30%).

Grantmakers’ interest in supporting capacity building and strategic planning initiatives reflects their
concerns about both nonprofits’ long-term survival and ensuring the most effective use of their own
resources. For some grantmakers, this means being more selective in their grantmaking approach. To
cite illustrative examples of grantmakers’ self-described practices and priorities:
“We are focusing more support on the strongest, most effective programs and targeting support for
growth and capacity building to those groups. We are phasing out the programs which are not as
strong and which are not demonstrating that they are likely to improve significantly in the next few
years.”

Donors Forum’s Economic Outlook 2010 Page 10

 “Last year we only accepted proposals from previously funded organization. This year we will be
opening the process back up. We are looking at beginning multi-year funding in 2011 for returning
organizations.”
“[We are planning] more funding for issues facing the poor; reduction in purchase of benefit
tickets/tables; more multi-year grants.”
“[Changes planned are not] in program priorities but in continuing to add 10 percent to successful
grants.”

For their part, nonprofits have responded to reduced funding levels with spending cuts, new fundraising
strategies, and, in at least some cases, use of the capacity building/strategic planning approaches favored
by grantmakers.
“We will engage in a strategic planning process to determine how best to maintain and grow our
current financial position. It might be required that we just maintain the current programs until we
see the economy grow. . .”
“We have already added a director of operations who will focus on fund raising and other revenue
generation. The website is being upgraded and credit card contributions capability is being
inaugurated. Board driven funding initiatives are being launched.”
“Focus on alternative fundraising methods must be employed. This will be achieved with new
Board members who have had prior sales/fundraising experience stepping up.”
“In anticipation of lower revenue, we might have to reduce some of our programs in order to break
even.”
“[Plans are to] identify opportunities for collaborative partnerships to bolster sustainability.”

Survey Methodology
The survey was conducted online during the month of November, 2009. Of Donors Forum’s total
constituency, 186 grantmaking Members and 829 nonprofit Forum Partners were eligible to participate.
Response rates were, respectively, 30% and 22%. As shown in Figures 9 and 10, the survey respondents
were roughly representative of the types of organizations that make up Donors Forum’s two main
constituencies.

FIGURE 9 - Economic Outlook Survey (2009): Comparison of Grantmaker

Sample to Donors Forum Member Universe by Organization Type
50%

40%
32%
30% 27%
18% 19% 16% 14%
20% 13%
9% 9% 11% 9%
8% 8%
10% 5%

0%
Private Private Family Private Corporate Community Public Other
Independent Foundation Corporate Giving Foundation Foundation
Foundation Foundation Program (501c3)
Survey Sample (n=55) Donors Forum Members

Donors Forum’s Economic Outlook 2010 Page 11

 FIGURE 10 - Economic Outlook Survey (2009): Comparison of Nonprofit Sample
to Donors Forum Partner Universe by Organization Type
50%

40% 36%
33%
30%
18% 19%
20% 15% 13%
11% 12% 11%
9% 8% 10%
10%
2% 3%
0%
Arts/Culture Education Nature/Animal Health Human Society Other
Services Improvement
Survey Sample (n=183) Donors Forum Partners

Related Work
In January 2010, Donors Forum also published Fair and Accountable: Partnership
Principles for a Sustainable Human Services System. This seminal document
recommends practices that should be followed when the City of Chicago or State of
Illinois contract with nonprofits to provide human services. The practices, which
include mutual accountability and the provision of adequate funding, are designed
to help ensure that Illinois residents have access to high-quality human services
that meet their needs. To read or download Partnership Principles, visit
http://www.donorsforum.org/goodpartners/.

About Donors Forum

Donors Forum is a nonprofit membership association that promotes
philanthropy and a strong nonprofit sector in Illinois. The sector, which
includes nonprofit service providers as well as grantmakers, directly serves four
out of every five Illinois residents. Indirectly, these organizations touch the lives
of everyone in Illinois. Donors Forum offers a number of programs and resources to nonprofits and
grantmakers. These include publications, workshops, an informative website, the Donors Forum
Library, and six Philanthropy Centers. To learn more about Donors Forum and the resources and
services it offers to strengthen grantmakers and nonprofits, call 312-578-0090 or visit
www.donorsforum.org.

Principal Researcher: Judy Schroeter-Deegan, Director of Research, Donors Forum

© 2010, Donors Forum

208 S. LaSalle St., Suite 1540, Chicago, IL 60604
www.donorsforum.org
All rights reserved.

Donors Forum’s Economic Outlook 2010 Page 12