The Endangered Wildlife Trust (EWT) had been in existence for 35 years and up until recently had grown organically by taking on new projects as they arose. While this had had the advantage of the EWT maintaining its relevance, the EWT had lost focus as a result. A new fundraising strategy was developed in 2008 before the impact of the financial credit crisis and the resulting economic downturn. The downturn affected the amount of funds the EWT received and as such, it was struggling to continue with all its initiatives and projects. Fortunately, the pressure on companies to invest in social responsibility initiatives continued to grow. The CEO of the EWT was contemplating whether or not to change the EWT’s fundraising strategy by making it more liberal in its policy of accepting corporate donations in light of the economic downturn caused by the international credit crisis.
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