The famous opening line in "A Tale of Two Cities" reflects the dilemma facing Ozarks nonprofits: "It was the best of times, it was the worst of times."
Most volunteer leaders and nonprofit staff chose their vocation because of a desire to make a difference and give back to the community. The community need for that devotion and commitment has never been higher. In making a difference, it is the best of times. The resources needed, however, to meet the ever-increasing demand for services become more difficult to obtain. In resource development, it may be the worst of times.
One national publication called 2008 "the year that trust died." As citizens, we are suspicious of institutions and markets that have seemingly betrayed us. Nonprofits are battling that same environment of higher scrutiny and skepticism. Maintaining the longstanding trust with donors, employees, volunteers, and clients/customers may be the most important thing any nonprofit can do in this environment. In addition, the volunteer leadership and staff must provide extraordinary leadership, creativity and dedication to survive.
Bridgespan.org, a resource often used by nonprofits, recently offered seven suggestions to aid nonprofits.
1. Act quickly, but not reflexively, and plan contingencies. The anxiety of turbulent times often evokes two different responses from leaders - paralysis or knee-jerk reaction. Neither is helpful.
2. Protect the core. Tough times require tough choices for what can be delayed or discontinued.
3. Identify the people who matter the most and keep that group strong. The saying goes, in good times you need good people; in tough times you need great people.
4. Stay very close to key financial supporters. Supporters who know an organization best and trust its leaders the most are the ones most likely to help in tough times.
5. Shape up the organization. When the sun is shining and the wind is at our backs, it is easy to become complacent in managing nonprofits. Tough times require better managers. Are there programs or positions that can be merged? Are there ways to cooperate with other organizations to save money?
6. Involve the board. Volunteer board members come to an organization because they are passionate about the mission and want to contribute. Now is the time to tap into that passion and skill.
7. Communicate openly and often. When information ceases to flow, rumors fill the void. Anxiety creates fear and speculation.
How nonprofits manage this current economic storm will have a profound impact on this community for years to come. With coming government budget deficits, nonprofits will be asked to provide even more services. As a community, it is important and necessary to support their efforts with time and talent to help them navigate these turbulent times.
Brian Fogle is executive vice president of Community Foundation of the Ozarks. He may be reached at bfogle@cfozarks.org.
