In January 2009, after the Fall 2008 precipitous drop in the stock market and increasingly dire predictions for a constricting economy, it became clear that non-profits—especially smaller, arts organizations—would be hit hard by dramatic loses in philanthropic activities.  At Global Action Project, we felt the jolt of anxiety rippling throughout the non-profit sector and understood that circumstances needed a swift, proactive response. 

Our mission and core values charged us to do just that—and a new leadership structure, which we had recently implemented as a result of a new five-year planning process, allowed us to do so with full transparency.