How do you crisis-proof your non-profit organization?

I firmly believe that transparency is a cornerstone of effective organizational management. Therefore, it is imperative to openly share the SWOT (Strengths, Weaknesses, Opportunities, Threats) analysis with dedicated staff, board members, and loyal funders. Engaging them in a thoughtful and collaborative discussion regarding contingency plans is equally vital. Transparency fosters trust and inclusivity within the organization. When openly communicating the SWOT analysis results, you empower staff to understand the current situation. Additionally, involving the board members and funders in this process not only ensures that they are well-informed but also allows them to offer valuable insights and perspectives.

Have a candid talk with your team and board about what keeps them up at night. Get those worst-case scenarios out in the open, then come up with real, actionable plans. Because when things hit the fan, nobody's going to be pulling up a spreadsheet to figure out what to do. They're going to rely on a clear plan that everyone understands.

Listen, life is going to life you sometimes and this also applies to your non-profit: First, diversify where your money's coming from and stash some cash for rainy days. If a leader can't step up for whatever reason, have a game plan for who has their back. Communication is key. Embrace tech that lets your team work from anywhere, and always have a backup for your data and operations. Talk to people who are experts in the areas you're struggling. It's about being responsive, not reactive.

Everything must be evaluated and put in order that could damage the non-profit. I believe in being 100% honest with everyone, especially my Board and donors. Everything done is approved by all and an in depth SWOT analysis is performed and the results are openly shared with anyone interested and all donors or potential donors. We then brainstorm as a board ways to face those threats. I also like to include our donors for the projects as many really enjoy having a say in how their money is used within a particular project. By being completely being open and honest you build that so much needed trust and respect in your respective fields. Which gleans more opportunities and becomes easier for support in future projects.

Our Senior Leadership Team (SLT) developed a comprehensive Risk Assessment Chart that gets reviewed and updated annually. It's quite comprehensive. Our SLT also meets quarterly to review incident reports and make recommendations for changes to operating procedures. As CEO, I make an annual presentation to the Board that summarizes incidents, operational changes, and updates to the risk assessment chart. We have several risk managers on our Board who help staff think strategically in this area.

This second step is a continual process until such time a the project is completed, but yet still ongoing with the general operations of the non-profit. We utilize in depth studies and research from the board as well as donors and others that can provide reliable information and strategies. Being a non-profit it is a continual process even more critical as there are so many scammers in our world today with nefarious plans that people are critical of any non-profit, especially those of us that fall under a Religious genre. Again, being completely open and honest with everyone and not being closed to suggestions and ideas will carry you far and helps to build that trust and connection.

To build on Carilyn's comments, the secret of a good contingency plan is that it's not a secret. This isn't Fight Club! In addition, it needs to be a living document that is revisited often and adjusted as the landscape changes. And it doesn't need to be just one plan. When working at a political non-profit, we often had plans for both outcomes of a presidential election, especially for fundraising. It was critical to know how we would respond the day after, not six-months later.

Cultivating a resilient culture is about building strength and toughness and embracing vulnerability as a crucial component. Resilience is commonly associated with toughness, adaptability, and the ability to bounce back from adversity. While these characteristics are undeniably important in fostering resilience, vulnerability plays an equally significant role. Vulnerability involves acknowledging one's limitations, and weaknesses, and the willingness to open up emotionally. It might seem paradoxical, but embracing vulnerability can enhance an organization's or community's resilience in several ways.

Building a resilitent culture at your Non Profit involves a multi-faceted approach to supporting Staff. Having written procedures and By-laws that outline clear expectations and objectives for your team, as well as ensuring a culture of support, respect and recognition will ensure your Staff are prepared and engaged to deal with crisises as they arise, and are secure enough in thier role to suggest alternate solutions in the event that your team has to pivot from the traditionally accepted practices.

This is such an important step! You have to develop a team and build that culture to embrace change and even uncertainty. The main reason is change for sure is growth and new opportunities and with that definitely comes uncertainty. We must have that culture of not giving up and pressing through as we problem solve and implement changes to spark growth and yes, even change. I will again go back to being open and honest and involving everyone in the process. And for sure never be so confident that you can't learn or take advice from others. The leader must be one that encourages all to get involved, learn new roles, and take advantage of all opportunities to help. Proper training is essential as lack of is also a major reason for failure.

Regular, caring, honest communication is key to resilience. Being able to talk frankly with one another fosters a healthy culture.

Diversifying funding is critical to non-profits but it's also challenging. It takes a strategic plan, with action steps broken down into incremental chunks. It takes time and it takes adequate resources. It also takes some entrepreneurial and out of the box thinking.

Continuous Improvement Planning Today's organisations have to be dynamic and adaptable, no amount of pre planning and risk analysis ensures that the organization is going to be smoothly running. The solution is to continuously evolve and improve in line with dynamic challenges. Regular PESTEL analysis , helps better identify risks and plan mitigation. Also to ensure that the strategy is implemented, balance scorecard should be implemented with key focus on internal and external stakeholders. KPIs and it's targets should be identified early on and should be monitored regularly to analyse future trends and be ready with plans to mitigate it. This is a continuous hustle, between identifying risk and developing it's mitigation strategy.

Before you can diversify, you need to have a comprehensive view of your donors. A strong data system will allow you to understand who your donors are, how they give, and their engagement with the organization. When it comes to diversifying your funding, look at it from many angles. Are you too reliant on a few large donors? Do you have too many restricted grants and not enough that are GOS? Are you creating opportunities to engage with donors in meaningful ways beyond giving? Do you have a sustainer program that builds loyalty with the organization? Are you telling donors about the impact they have by giving and thanking them for their support? Are you meeting donors where they are or are you expecting them to come to you?

As a former grant writer, I can't stress enough how many organizations put all their eggs in one basket, and then they're up a creek when that funding dries up. You have to spread the risk around. Look into other grants, partnerships, or even merchandise if it makes sense. This is a big deal. When one source dips, the others can keep you afloat.

I say this as someone who doesn't naturally excel at networking: it's crucial. Your connections can help you weather the storm when things get tough. So yes, keep those lines of communication open. Because when you're in a tight spot, that network is a lifeline you'll be glad you have.

We utilize a multi-faceted method of monitoring and evaluating every piece of the non-profit. We are constantly seeking better ways to do things, ways we can utilize our resources, and solve any potential or current problems. Again every detail is openly shared. Weaknesses must constantly be evaluated as do strengths. You may need to shift people to fill roles better, provide or find training or find someone to fill a weakness area. This is a vital piece of survival for your non-profit.

The value of "Systems" has provided the ability to lead then quickly pivot when the pandemic arrived. Leading an organization providing face to face consultation and in-person educational seminars across 6 counties, created the urgency to adjust quickly. Having various systems within departments such as the system of defined consulting materials, off site protocol, public seminar structure and publicity, client customer satisfaction follow up, allowed each to quickly be examined and modified to virtual application. When an organization has various systems within each department, the result is a clear understanding by staff and volunteers, measurable components, service consistency, and clear segments if change is necessary.

? Be transparent…. share doubts and concerns with colleagues.. they may offer suggestions from a totally different perspective. ? Explore all possibilities.. do not rule out options before discussion and investigation ? learn from mistakes and allow them to strengthen your resolution, your methodology and your understanding. ? Do not always work with “like-minded “people…. Be adventurous, be brave and network with those who are different from you. There is much to learn from those you might not choose to be with! ? Never leave anything to chance… plan, test, review and modify then re-plan, test, review and modify. If you stay static when on top, everything will pass you by and you’ll be at the bottom!

Communicate to your employees and stakeholders, talk, talk, talk, not just emails but the sound of a voice over the phone or a zoom call. Make them aware of the situation and the steps that you are trying to take as to overcome. Trust that they will be there, they will for sure

In summary, open and honest will pave the way to success! As well as being open for advice and ideas. The non-profit world can be a stressful one at times, but the rewards of helping others outweighs those stresses every time.

Founder’s transitions: Another critical milestone to prepare for is having a fully considered succession plan - transiting from the original founder of the non-profit to future leadership. Take time to consult with the founder for legacy wishes and acknowledgement, document input for their vision of the organization at least five years into the future and consider what organizational structure and talent will be needed to ease the eventual transition. If done ahead of time and fully communicated beforehand, the transition will be much smoother and an potential crisis can be mitigated and/or avoided.

Creating a crisis-proof organization means developing dynamic capabilities which can be defined as abilities to see how things are changing or might change in the future and then acting on the basis of that knowledge. If you prepare yourself only for today's challenges, you miss most of the vitally important risks in the long term.