We made it! Election Day 2020. In a whirlwind year filled with one surprise after another, we have made it to the big day. Whichever side of the political aisle you find yourself, there is little doubt the outcome of this election will have a very real impact on the work we all do in the days, months, and years ahead.
News feeds are filled with political ads and propaganda; with headlines about a new and deadlier wave of the Coronavirus amid widespread unemployment and a fragile economy. Relief provided by the CARES Act is winding down, while a second stimulus relief bill appears to be on hold until 2021.
The country is hurting, and the nonprofit sector has not been sheltered from the very real impact of the Coronavirus. Data shows that overall nonprofit employment is down 7.6 percent from pre-March 2020 numbers, translating to roughly 954,447 nonprofit jobs lost since February.
The Pittsburgh Foundation conducted a survey of 808 Pennsylvania-based nonprofit organizations (roughly two percent of active nonprofits within the state), and published their findings in a report titled Impact of COVID-19 on Pennsylvania Nonprofits. Results showed that eighty percent of responding nonprofits had experienced a revenue decrease due to COVID-19 and eighty-seven percent are experiencing a “negative impact.”
Another report found that one in three organizations could close their doors within the next year. Nonprofits have been hit hard, indeed.
And yet, so many organizations continue on. Despite fears at the outset of the pandemic, donors have continued to give. Early data suggests that private foundation giving is up forty-five percent. Countless in-person events have been cancelled and counted-upon revenue streams have diminished, and yet there has been a rise in the number of listicles encouraging organizations to give virtual events a try, citing examples of successful fundraising from the Ronald McDonald House to Pasadena Humane Society.
Even as I write, the landscape is changing. None of us knows what to expect next, or what the path to success may be.
And while up-to-the-minute data may be hard to come by, a report published by Deloitte in July 2020 gives nonprofit leaders something of a playbook for this difficult time.
By carefully assessing factors both known and unknown, Deloitte engaged in some scenario planning to predict possible futures. Their report titled, An event or an era? Resources for social sector decision-making in the context of COVID-19, defines four paths which run along a spectrum of possibilities. Each path hinges on an axis of pandemic severity and social cooperation.
While nothing is certain, this report can be a helpful tool to nonprofit leaders working to prepare their organizations for what comes next.
And though the scenarios outlined by the report may seem grim, the key takeaway is worth noting:
“The social sector has a real opportunity to meet the moment by stepping forward with bold action and leadership in a national time of crisis,” Deloitte concludes, “funders and nonprofits may not be able to control the future, but it’s critical that we all keep working to do what we can to influence its trajectory.”
From “a return to ‘normal’” to “a nation on the brink” there are many possible futures. As leaders in our organizations, our communities, and our movements, what can we do? How do we make decisions when the future is so unclear?
1. Plan and Prepare For Multiple Futures
Deloitte suggests that we use their findings to create an action plan of sorts for each possible outcome. Weigh your mission, programs, and response against each of these realities and decide what does or does not make sense for your organization. Make a 12 to 18-month plan–and break it down into 6 month increments to maximize responsiveness.
In a world full of unknowns, the one thing we can know for certain is where we want to go. Define success for your organization. Know your mission and your goals. Keep those as your guideposts along the way. Identify what markers or data you can use to steer, pivot, and correct course throughout the coming months.
2. Stay Responsive
Don’t let uncertainty overwhelm you. There are several resources available to help nonprofit leaders through these difficult days. Refer to industry resources and publications to stay informed. Connect with mentors and colleagues to check in. Always ask for help when your need it. Find what works for you. Whatever you do, keep going.
There are multiple crises facing the American public. These issues intersect and overlap creating a unique web that will look different to each and everyone of us, based on our individual work and perspectives. From social justice to healthcare and everything in between, work to understand the issues. Know what they are and what they mean to your mission, your staff, and the people you serve. Be intentional in your decision-making.
If needed, refer back to the plans you made in number one. Examine your goal, your mission. Look for your benchmarks. Are you where you need to be? Do you need to readjust?
3. Communicate
Talk to your staff. Talk to your board. Talk to your supporters. Be real about what is happening and how your organization has been affected. Share stories of your successes, or your failures. Whatever your truth may be, just keep communicating.
Be timely. If your issue area is particularly impacted by the headlines of the day, seize the moment and heightened attention to let your supporters know where your organization stands on the issue.
Be authentic. Ask for funds if you need them, but tell donors exactly what their support means. Tell them the problem and how their dollars can and will make a difference. Have you lost revenue from cancelled events? Tell them. Do you have higher-than-usual technical or administrative costs due to work-from-home precautions? Tell them. Be open and honest in your communication and you may just be surprised by the response.
As these findings from GivingTuesday suggest, “it’s OK to be vulnerable!” More than likely, your supporters want to help. They just need to know how.
4. Try New Things
The benefits of flexibility and adaptability in leadership cannot be overstated. This is not the first blog post to encourage leaders to remain quick on their feet, and it won’t be the last. In addition to these qualities, however, I add creativity.
There is no playbook for 2020. This is an unprecedented era and success may require unprecedented actions. This is the time to try new things and embrace creativity.
Is there an opportunity to engage donors in a new way? What benefit might there be in this socially-distanced, but virtually-connected reality? Look to your team and survey your most creative thinkers and problem-solvers. What ideas do they have? What would they do?
This is the time to be bold. Try something new. If it works, great! If not, you can tweak it or leave it. Whatever you decide, give opportunity and innovation a seat at the table.
5. Lean on Supporters
We all need support, in good times and in bad. As the year drags on, it is important to find solidarity and comfort wherever you can. Especially if your organization is in need, now is the time to lean on the relationships you’ve cultivated and ask for help.
Lean on friends, donors, and supporters. Be honest about the need and the difference it can make in your organization. And remember that your supporters, donors, and friends are all people too, dealing with their own version of 2020. Be mindful in your communications, and check in with them from time to time.
The only way we get through this, is together.
—
As the old adage goes, “this too shall pass.” So have hope! Seize the moment to do what you do best. Even in the most uncertain times, we can prevail. Leaders who embrace change, empower their people, and respond to the needs of the public and their supporters will always come out on top.