How can you develop resilience in the face of funding cuts?

Once you assessed the situation you prioritize cost cutting. Start with freezing hiring, travel, conferences, all repairs that can be postponed. After all those reductions look at built in costs that can be reduced. For example reducing contributions to retirement. Next, if necessary reducing staff to fit current budget. This has to be done strategically so that you protect your core.

In my experience ,whenever you are faced with shortage of funds whether in your personal life , start by doing a thorough analysis of where you are at and the value addition of each activity ,process and expenditure points must be clear ,once this is done you will then weed out certain things to create a manageable structure that still allows achievement of objectives

Being realistic about the project finances, good planning ahead gives a good idea about timing and a amount of endangered funds... Plans should be done based on the minimum amount of available funds. Be prepared always for the worst case scenarios..

This may also be an opportunity to assess the impact certain units have. There may be ‘value add’ to be found in swapping in units of learning that meet your new budget. Perform a SWOT analysis then move to step 2.

This is the time to discover your units' value adds. If the primary mission of the funding, for example, is to provide water, it would be prudent to devote the majority of the resources to that function while keeping support units to a bare minimum. This is also the time to collaborate with organizations that have expertise in a particular field, as well as to renegotiate contracts in order to reduce costs.

Can't emphasize this enough. In 2010 we had to do a RIF of 70 staff. Every department took a hit and we reduced based on performance. We also had to do a WARN notice that required 60 days notice to staff or a pay out of 60 days. At the end of the day almost all staff that exited thanked us for the opportunity and appreciated that we had been honest and forthright in our approach.

I sort of agree, but do not forget your enemies. If you are seriously doing community organizing, then you have enemies. I remember the time I was organizing NOWCAP in Wyoming. The widow of the Basin National Bank had been the Treasurer of the Republican National Convention, and the Republican Governor of Wyoming was opposed to Johnson’s War on Poverty. I visited with her (sorry, I’ll remember her name tomorrow, promise) and she was delighted with the idea; she even became NOWCAP’s chair, and called up Governor Simpson and said, “Now, Willard, what do we hear about your opposing OUR application.” NOWCAP still exists. Talk to the people who are your enemies; they will be astounded. Since 1966, I’ve seen this work several times.

Liaise with your team to review units that have a large cost attributed to them and trial alternatives. Mange this adaptation up and across.

Get creative and let your imagination do wonders. Although unpleasant, these situations can bring unexpectedly positive outcomes. They force you to step outside your comfort zone and think outside of the box. Sometimes, the best solutions are born out of desperation. You just have to keep an open mind and stay focused on your goal(s).

I would like to emphasis on being innovative: Embrace innovation! ?Explore creative solutions to achieve your goals with limited resources.?Look for efficiency improvements,?automation,?or alternative methods.

I would say diversify your funding sources! While most of us usually depend on traditional funding mechanisms, it is valuable to cultivate relationships and explore possibilities with private sources. Identify shared goals and interests, and consider establishing new funding channels to sustain your ongoing efforts.

This may be the most important step. Burnout is real and morale most certainly plays a role in productivity. Take care of your people and they’ll take care of your organization.

I know the team may need help, but what about your clients? I remember at WICHE our program was threatened by cuts in federal grants, I was worried sick. I expanded our narrow offerings to reach more groups and expand our eligibility. I went to New York. The Ford Foundation let me cool my heels in their lobby all morning. But I stumbled into the Noyes Foundation (Floor 21 in a 20 story building) and two lovely old ladies were delighted to approve a $25,000 grant (a lot in 1980) for an environmental program. However, the big surprise came when I talked to our clients—mostly small towns—and they eventually matched all our grants, turning the Noyes money into $100,000. So talk to your clients, they may surprise you, too.

Cutting on unnecessary costs like conferences, offices and travel. I believe COVID-19 has been a teacher to most of us and it is evident that work can progress remotely as long as you have reliable staff. In my view, once you reduce salaries, the employees become demotivated.

With impending funding cuts it’s critical to examine your return on investment (ROI). Are there fundraising areas that are taking a large portion of staff time without equivalent results? You may want to shift some of that time to more productive methods. Don’t lose sight of the long term goals though. Short term hurdles shouldn’t have you stumbling for a decade.

This is important. I probably should have done more of this. However, we have all listened to a lot of politicians waxing on their achievements and making promises about what they will do in the future. But the good ones listen to their audiences and responded with genuine concern. And then try to do something in response. If you are doing community organizing, I think you want to build up your clients by giving them most of the credit. At DSS, the Director gave her staff credit; but in Wyoming and at WICHE, I gave the credit to the community leaders. Perhaps that was a mistake, but I don’t think so.

Take care of your staff in the good times so when a bad time comes they believe you did everything you could for them. These things are cyclical.

Another possibility to consider is the risk of additional funding cuts, especially if the initial cuts were due to mismanagement of funds, inability to perform contracted services, or lack of capacity to complete scope of work. Funders may consider your organization too risky.

You can also seek collaboration, by looking for opportunities to collaborate with other organizations facing similar challenges.?Sharing resources and expertise can improve efficiency and find solutions.