Reliable Fundraising in Unreliable Times by Kim Klein

I thought this might be a good book to get right at the heart of some of the issues I'm examining in my paper--both difficulties and coping strategies in trying financial environments.
Unfortunately, Klein talks a lot about private funding sources (foundations, corporations, and individuals) as opposed to public (government grants) or income from interest or services. I know from ALA's 2009 financial statements available online as a matter of public record that ALA received all but $1200 of its income in 2009 from grants. I don't know if that has changed, or if there is a particular rationale behind that, but I don't want to write a bunch of things in my paper about private funding sources if ALA has absolutely no interest in hearing about it. I plan to write only a page or so about the effects of a recession on private giving and some complicating factors. Klein lists the following:
Competition: Basically, there are a heck of a lot of CBOs out there. "For your organization to be chosen to receive a donation, you need to have a very clear and compelling message and current examples of your work" (125).
Collaboration: In contrast to what one might expect, collaboration with like-minded organizations is a positive sign for your potential donors.
Communication: You have to "get information out about your organization" somehow--be it through the Internet, fliers, mailings, etc (125).
...
Public confidence: In this usage, Klein means "a very high degree of transparency" with donors' money (126).
Changing demographics: "The racial makeup of the entire organization...should reflect the racial composition of its community" (126).
....

Then, to drive a nail in her already-slightly-less-than-incredibly-useful-coffin,  Klein had to go and reference "the University of Indiana." Which does not exist. There's Indiana University and the University of Indianapolis. Sensitive subject. :-)
She does bring up an interesting point about taxes (pp. 11-14). She claims the failure of the US public to understand the role of taxes in providing non-profit funding puts community-based organizations and non-profits at the mercy of each succeeding administration, as each is confronted with pressure from constituents to lower (or at the very least not raise) taxes despite a critical lack of revenues. This is part of Klein's argument about the importance of civic/government engagement for non-profits to function efficiently. Thus, in her view, part of enabling a non-profit or C-B org. to flourish in less-than-ideal conditions is to address the systemic factors leading to economic downturn.
Klein also advocates the return to an organization's case statement in the event of internal or external crisis. She recommends revisiting it annually at the very least and making sure critical staff know the mission statement and goals by heart.
She also makes a distinction between "message" and "mission," saying "Mission is forever, but message is more urgent and immediate" (175). The mission stays the same, but the message is tailored to be compelling in the face current reality.

Next book up: Grant Proposal Makeover by Cheryl A. Clark and Susan P.  Fox