I'm working on changing this into a Presentation, minus some of the personal references.
Last week, I was in shock and grief. Having lost several family members, including mother and sister this year, I felt like I was in another grief.
No matter my own prognostication (elaborate, of course) the issue for those of us who see the election of the cult leader as disaster for our country must find a way to deal with this frightening new world.
We have a variety of areas that require our attention now.
-uncertain income
-uncertain long-term fiscal health
-increased demands on services (and on ourselves, personally,) as funding will be cut from current public services.
From what I've observed so far, the office of the president will be heavily influenced by the vice-president. We can see his previous focus of governing while he was Gov P of Indiana, so we know that women's health and GBLTQ rights will be dismissed from his mind as areas of importance.
We can also extrapolate, that will the privatization of Medicare/Medicaid, that health resources will be hit harder as well.
Of course, all the economists have stated that the policies of the president-elect will result in a recession (varying in size.)
So here's what I think that we, in the NPO world, must do for ourselves.
First: avoid burnout through Connection and Intention. (I can elaborate on those, but I assume you've heard these topics discussed in great detail already.)
Second, plan for smaller income from government sources as well as private sources. Those of us in the sector know that private funders cannot replace government programs, though it's apparent that the GOP leadership doesn't agree or doesn't care. What can we do to economize? Restructure events would be the first! There will not be the support in 2018 that there is in 2016, so make plans for that. Also, look at real estate, to see if the offices can move into smaller or less expensive quarters. Also, make friends with Community Foundations! If the nonprofit has a really small office, the CF might have space to lease OR make a connection with a NPO in the area that could lease part of their offices.
Don't forget to sell the Company Car. Also, the CEO and CFO must economize as they are able.
Trainings, instead of in-person, should be scheduled by webinars to save $$$ as well. (I can connect you with these trainers.)
Now I know that many nonprofits have never recovered from 2008. Yet emergency strategic planning must be prepared today to weather the next 6-8 years, to maintain services and stay alive. Another thought: now would be the time to finalize those mergers that had been in planning for a while.
This is also the time to bring in those board members for action who had been lingering on the sidelines. It's time to ask them for connections, and stop being reticent to make that request. Also: ask each for estate gifts.
Now this is important: Within the agency, the Execs must have positive plans of action for the entire staff to see. They must spend more time with employees, visiting them on-site, and responding to their fears with positive messaging. "We know our mission is essential to our community; we will refine and stay on target, delivering as we always have." Each needs reassurance. When downsizing happens, then the Exec needs to personally deliver the bad news, and provide a glowing letter of recommendation for the employee. In addition, if the Exec can make a call or two on their behalf, that will build her/his reputation in the community as well.
Be sure that an emergency line of credit is in place. Some nonprofits are reluctant to make this step, but because banks see NPOs as businesses, they will be able to accommodate the planning stage in advance. (Be sure there is a plan for repayment if the shortfall in funds would never return, such as selling real estate or sending a program to a sister agency.)
Also, plan words of response. "Perfect love casts out fear." Have you ever heard this? It's from the New Testament, I John 3. But when I embrace this as my attitude for the future, I'm empowered to make plans and move forward, confident that I will be able to handle all thrown at me. And, it's true. Some of those who voted for the president-elect are already having buyer's remorse. Some won't have it until their benefits are reduced or taken away. No matter what, though, there will be those voters who regret their decision. We all must have empathy, if possible, to help them deal with these problems, even if there are no real funds to help. How about classes on how to economize, such as shopping at thrift shops?
Look at new, sustainable, inexpensive income streams. A recession also means that folks will be shopping secondhand for more and more items. (the Re-Store from Habitat and all sorts of thrift shops will benefit, for example.) Being early to this space might give new sources of income sooner, and help stay established once the recession hits.
Help take care of yourself and employees: If there is any "back yard" to the property that could be used, I would suggest creating a community garden. Anyone who volunteers time would be able to use it. (Folks who don't want to participate wouldn't pick the veggies because they are particular about their produce already having been washed, so not much worry there.) It's time to start these this winter, as soon as the winter veggies can be planted. Before the ground is frozen, if it's not too late, bring in the personal tillers to turn over the ground so it will be ready for planting.
Again, it's essential that the agency Exec office is open and willing to listen right now, and to continue this habit into the next year.
Now, here's another thing important for agencies and individuals: rehearse a few sentences to stick up for others. (But don't ask employees to put themselves at risk, please.) As individuals, we need to be prepared with a response to hate speech. I'm working on this myself, and I hope to have a plan in the next couple of days. After all, we can wear all the safety pins we want, but if we don't act, the token has no value.
Another item for executives of NPOs: make authentic phone calls to legislators' local offices or D.C. offices. They need to hear weekly reports and requests, either as individuals or as CEOs. The BIG agencies have lobbyists, but so many work without that support in smaller communities throughout the country. It's time to get to know your own legislators, to invite them on tours of the organization, to demonstrate what you do, and do well! They need to feel a part of your mission. Ask Board members to do this as well. It's essential to be a squeaky wheel, not with insults but with engagement.
FIND allies all over the community. So many NPOs don't bother with the Chamber of Commerce and other business entities, but it's essential for these groups to know you now. Remember, so few nonprofits actually attend Chamber events that your presence will be significant.
Hug your current allies and donors. Embrace them with personal, handwritten notes, and honor them with their photos on social medial. ASK them why they love your organization, synthesize that into one sentence, then, with their approval, push it out with their photo. Show them some mad love, and keep up the love throughout 2017 (put it into the company calendar NOW.)
Harness Kindness and Ride!
Kindness is never wrong.
If downsizing needs to happen, try to find another place for those affected. And, ASK your employees what they think. They are on the "front lines" and they see not only economies, but they also might have better approaches that you could imagine because they are on site.
~~Above was my first writing after the 2016 election. As I continue to reflect, I hope to refine these thoughts to a webinar-style presentation.
**Please carefully consider your comments; I will remove ALL offensive speech.
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