Madeira recently had the pleasure of collaborating with Tampa Bay Area nonprofit experts on a four part series on survival strategies for nonprofit leaders navigating the complexities of the "new normal" in the wake of the COVID-19 pandemic. This is the first article in this informative series.
Like many of you, the nonprofit leaders that we work with are finding themselves in a strange world
filled with catch phrases like “new normal,” “unprecedented times” and “pivot.” Regardless of where
your affinity for catch phrases finds you, if you’re a nonprofit business leader you are most likely
exhausted and frustrated by the times we find ourselves in as a sector. Never before has it been more
apparent how greatly nonprofit businesses are needed to meet society’s urgent needs while at the same
time we’re being left out of important economic, political and societal conversations. Ever the
consummate connectors, we joined forces with subject matter experts to bring you seven survival
strategies for you and your nonprofit business. Throughout this article and blog series, you’ll find
thoughtful considerations for your service leaders and resources to share with others. We hope these
will empower, inspire and encourage you to connect with your fellow sector advocates. The nonprofit
sector not only serves our community, it powers it - and we are truly, better together.
There is No Business as Usual Anymore, Learn to Evolve, Creatively
In the best of times, nonprofits operate with unpredictable funding, volunteer support and the need to
respond to rapid changes in their communities. Being nimble is a daily part of many successful nonprofit
operations. The impact of COVID-19 will have long lasting implications, many of which can benefit non-
profits who adapt. Nonprofits that were already adept at raising funds and engaging supporters virtually
had an upper hand going into the pandemic. The importance of adapting to the role of virtual events
and fundraising and digitally sharing meaningful content and communications with key stakeholders
cannot be underestimated in regard to the future viability of your nonprofit.
Assess your nonprofits unique situation to determine current needs for staffing, volunteers, logistics and
programming. If some or all of your operations have been suspended, you will need a phased-in plan to
resume offering services as well as a communications plan to share information with clients and
volunteers. If your nonprofit has been working directly on the frontlines, you will need a plan to return
to a more normal work schedule and environment for staff. The plan should include time off for
employees to attend to doctor’s appointments, car care, and much needed family time as well as an
acknowledgement of the accomplishments of their hard work in caring for the community.
Create various “what’s next” operational scenarios for the next 2-6 months to include needs for staffing,
volunteers, transportation, technology, facilities, etc. Include input from your CFO/finance committee
regarding cash flow, the need for a line of credit, debt, negotiations for deferred or reduced rent or
terms. Is it time to cut, add, or change services? Brainstorm ideas to adapt, streamline, and/or utilize
technology. Should you consider merging or finding a partner? Is the best partner another nonprofit, or
a public or private entity? Stay laser focused on delivering your core mission and making relevant
community impact.
Communicate changes to all your stakeholders, especially the hard decisions like cuts in staffing or the
elimination of programming. When possible, explain the options that were considered and the decision
making process, e.g., “We considered delaying the start and canceling all summer camps. With the
unknowns in hosting large group gatherings, we made the decision to cancel all camps.” Share your
planned course of action using straightforward language, e.g., “We will reduce our staff’s hours by 25%
for the next two months.” Let your supporters know how you are adapting and using their investment of
donations or funding wisely, e.g., “We are partnering with local restaurants to provide a 50% increase of
nutritious family meals and help the local economy at the same time.”
Contributing Authors:
Heather Grzelka, APR, Madeira Public Relations
Laurie Huebner, SPHR, People Solutions
Sheryl Hunter, Esquire, Hunter Business Law
Shelley Sharp, MBA, Connect For More
Hardy Smith, Hardy Smith Consulting
Alyce Lee Stansbury, CFRE, Stansbury Consulting
Liz Wooten-Reschke, MPA, CGT, Connect For More
filled with catch phrases like “new normal,” “unprecedented times” and “pivot.” Regardless of where
your affinity for catch phrases finds you, if you’re a nonprofit business leader you are most likely
exhausted and frustrated by the times we find ourselves in as a sector. Never before has it been more
apparent how greatly nonprofit businesses are needed to meet society’s urgent needs while at the same
time we’re being left out of important economic, political and societal conversations. Ever the
consummate connectors, we joined forces with subject matter experts to bring you seven survival
strategies for you and your nonprofit business. Throughout this article and blog series, you’ll find
thoughtful considerations for your service leaders and resources to share with others. We hope these
will empower, inspire and encourage you to connect with your fellow sector advocates. The nonprofit
sector not only serves our community, it powers it - and we are truly, better together.
There is No Business as Usual Anymore, Learn to Evolve, Creatively
In the best of times, nonprofits operate with unpredictable funding, volunteer support and the need to
respond to rapid changes in their communities. Being nimble is a daily part of many successful nonprofit
operations. The impact of COVID-19 will have long lasting implications, many of which can benefit non-
profits who adapt. Nonprofits that were already adept at raising funds and engaging supporters virtually
had an upper hand going into the pandemic. The importance of adapting to the role of virtual events
and fundraising and digitally sharing meaningful content and communications with key stakeholders
cannot be underestimated in regard to the future viability of your nonprofit.
Assess your nonprofits unique situation to determine current needs for staffing, volunteers, logistics and
programming. If some or all of your operations have been suspended, you will need a phased-in plan to
resume offering services as well as a communications plan to share information with clients and
volunteers. If your nonprofit has been working directly on the frontlines, you will need a plan to return
to a more normal work schedule and environment for staff. The plan should include time off for
employees to attend to doctor’s appointments, car care, and much needed family time as well as an
acknowledgement of the accomplishments of their hard work in caring for the community.
Create various “what’s next” operational scenarios for the next 2-6 months to include needs for staffing,
volunteers, transportation, technology, facilities, etc. Include input from your CFO/finance committee
regarding cash flow, the need for a line of credit, debt, negotiations for deferred or reduced rent or
terms. Is it time to cut, add, or change services? Brainstorm ideas to adapt, streamline, and/or utilize
technology. Should you consider merging or finding a partner? Is the best partner another nonprofit, or
a public or private entity? Stay laser focused on delivering your core mission and making relevant
community impact.
Communicate changes to all your stakeholders, especially the hard decisions like cuts in staffing or the
elimination of programming. When possible, explain the options that were considered and the decision
making process, e.g., “We considered delaying the start and canceling all summer camps. With the
unknowns in hosting large group gatherings, we made the decision to cancel all camps.” Share your
planned course of action using straightforward language, e.g., “We will reduce our staff’s hours by 25%
for the next two months.” Let your supporters know how you are adapting and using their investment of
donations or funding wisely, e.g., “We are partnering with local restaurants to provide a 50% increase of
nutritious family meals and help the local economy at the same time.”
Contributing Authors:
Heather Grzelka, APR, Madeira Public Relations
Laurie Huebner, SPHR, People Solutions
Sheryl Hunter, Esquire, Hunter Business Law
Shelley Sharp, MBA, Connect For More
Hardy Smith, Hardy Smith Consulting
Alyce Lee Stansbury, CFRE, Stansbury Consulting
Liz Wooten-Reschke, MPA, CGT, Connect For More