You are a nonprofit organization. You were founded as a unique solution to what someone or some group considered a problem. As a function of design, your organization has figured out how to operate on limited resources. Since the inception of the organization, it was created to respond to crisis and drastic need. The strength of the organization comes from being able to rally people in response. Where this is not the story of every charitable organization, it is the foundation of charitable organizations as a whole.
Every organization that has responded to a need is essential. Yes, human services may be in the spotlight due to its mission to address insecurities around food, housing, and finances. However, could you imagine tolerating this time with out the creativity of the performing arts, the opportunity to explore through virtual experiences, or discover new abilities in arts and crafts? Just THINK, or perhaps you wouldn’t with out all the educators and researchers who have helped us understand how we learn and the tools of deductive reasoning. It is hard for me to conceive how any non-profit organization is not serving, in some capacity, today.
We are certainly in a unique time in history. For weeks you have been adapting to the world as it pertains to COVID-19. You have been re-acting to the news, cancellations, constant changes in resources and operations. Unlike anything ever before everyone, every organization and everything is truly impacted. Even for groups that disasters are a part of their mission, this is a new experience.
There is opportunity during this time and there is plenty of fear. A crisis forces us to do many things: take inventory; evaluate standard operations and resources; assess long-term plans. These are all valuable activities. What have you learned about yourself, your organization, and the community inside and outside of the organization? DO NOT allow what seems ordinary and “what you do because it is needed” not be recognized and EXTRA-ordinary by others.
As you get more comfortable in how to operate in this new world order, it is important that you take the time to document what you have done so that you have records for two reasons: 1) That you are better prepared the next time something similar occurs; 2) You are preparing for the next plan and how you will tell the story.
The next plan has to do with telling your story during this crisis. In some way your organization has survived this crisis. In some way your organization has grown and evolved during this time. That is a story in itself. It could be the way you achieved capacity that you would have never imagined. It may have been as a result of the outstanding support of a group of donors, or a new partnership you have formed with another organization.
You may have streamlined your operations and found a new focus in your mission. Not doing less, but doing more of your mission. There is a story to be told. It could be the way you adapted seemingly overnight to the restrictions put in place and still discovered a way to serve. Burgulars
The Right Questions & Topics
The next plan is about your tenacity and response to the crisis. I always share that Fundraising is everything we do before we ask for money. Storytelling is the marketing tool non-profits use. Storytelling is how you build value in your organization. As you work on this “next plan” and “next normal” here are some questions to consider.
Mission & Purpose: This is the time to clarify your mission and your purpose. Christian Markow at Joe Smith branding explains that “Purpose is inspirational, mission is motivational.” When times are lean, your mission is clear, and the “why?” or the purpose is visible, always in front of you.
Through the years you may have experienced mission creep. Taking on tangential activities that involve your clients, but not your primary mission. This could be due to influence from funders, or a result of enthusiastic volunteers saying they could handle it.
It is in times like these that leadership needed to be very clear about what your organization could or could not do. There was a commitment to do your primary mission really well. For example a food pantry that took on after school tutoring. Where this was helpful and certainly needed, during this time it was most important to respond to food insecurity first and foremost. The story is in re-discovering your mission and what you were able to accomplish. The story is in identifying alternative resources as a result of your organization stepping away from tutoring. That is an amazing story.
Processes & Protocols: Due to regulations, groupthink, or limited resources the way you have carried out your mission and purpose has been altered. Where adapting to these were frustrating, there was something positive. Maybe you have wanted to create virtual resources in the past and now you have had to. Perhaps you always wanted to connect more regularly with stakeholders, but never have had the time. Now you have and the results are overwhelming. Cleaning and sanitation have achieved new levels and expectations and your organization will never go back. The stories are overflowing.
Valuing your assets: People are the most valuable assets that have. As a result of your people, you have achieved an unimaginable capacity. This time may have helped you to better understand the needs of your organization. Therefore technology is truly an investment for your organization now. Without access to some technology you would have missed out on reaching certain constituents. Office space is less important than program space. Some job duties may have been put aside while others have doubled in people-power. As leaders, you have a new understanding and faith in your people working “remotely”. A phone call or text can accomplish more than seeing them in their office regularly.
As we look to the future, how has leadership re-evaluated the long-term needs of the organization? Could we gain more from a $250 laptop than a 250 sq ft. office? Moving forward, I trust non-profit leaders will continue to empower their people.
Strategy: Strategy is important. In a relatively short time, organizations adapted to the times and needs of their clients. Those with a solid foundation and strong strategy for their mission faired better than those that were lacking. Strategy is a map. Take time to plot this map and know your terrain. When that long view is present and visual on a regularly reviewed document, leadership and the organization are prepared when challenges occur and they need a detour. Take the time to share how your strategy helped your organization respond. Or share the story of how your organization needs to invest in developing a strategy.
Non-profit organizations are relevant, important, and needed. Please take time to let everyone know how amazing your organization is. PB&J marComm is here to help.
