For better or worse, the COVID‑19 pandemic has upended traditional workflows. Companies and nonprofits have switched to remote work and digital services. Many experts say this digital transformation has been brewing for years. Still, the sudden lockdowns across the world in the spring of 2020 became a catalyst for immediate virtualization.
These are uncertain times. For many nonprofits, this year has been an uphill climb full of unexpected obstacles and detours. So, what happens next?
As you dive into preparations for next year’s nonprofit budget and strategy, weigh the following risks, recalibrate your finances, and explore new ways that incoming funder dollars can support the mission.
Have you ever found yourself questioning the scope of your board members’ roles? Or perhaps you’ve wondered how to keep your board focused on the big picture instead of getting bogged down in questions about day‑to‑day operations.
If so, you’re not the only one. The board of directors is fundamental to a nonprofit’s existence, yet sometimes a lack of expertise or boundaries means some board members can seem more like liabilities than assets.
When board member roles and responsibilities get murky, it’s important to revisit the purpose of the board and get strategic about meeting some of the challenges the board presents.
As budgets shrink and back‑office functions siphon energy from mission‑critical tasks, many nonprofits staffs are stretched too thin. They simply do not have the resources to give detailed attention to operations.
Rather than applying quick fixes to staunch the flow of money and time, nonprofit leaders should look for smart ways to maximize their resources. Nonprofit resources can stand in the gap to simultaneously reduce costs and improve efficiency.
By Guest Author Linda Zager, President and CEO, The Back Office Cooperative
We all know that the work of human service providers is stressful. Burnout, compassion fatigue, and secondary traumatic stress are just some of the issues employees face on an ordinary day.
And these days are anything but ordinary.
Now more than ever, organizations must be strategic about fundraising and overall nonprofit finances. A key component of that is virtual fundraising.
Below, we explore key considerations for pivoting to virtual fundraising, then offer ideas to help you continue meeting your funding goals.
Have you ever found yourself so overwhelmed by legislation and compliance changes that you lost focus on the nonprofit’s mission? Or is your desk piled so high with accounting and payroll paperwork that there’s no time to check in with your nonprofit staff’s job satisfaction or career goals?
You’re not alone, of course. Countless nonprofit leaders burn the candle at both ends, making nonprofit burnout all too common.
Fortunately, there’s help. Professional employer organizations (PEOs) exist to ease the pressure of back‑office responsibilities so that you and your staff can focus on mission and impact.
As the accounting and business consultants at Wipfli have said, “Most budgets, once approved, don’t change.” In other words, your nonprofit’s annual budget is static. So what can your organization do when unforeseen crises such as the COVID‑19 pandemic threaten to upend the annual budget? How can your organization survive the ebb and flow of unpredictable funding?
The answer is financial forecasting. Unlike an annual budget, financial forecasts are hands‑on, agile, and rooted in the present and near future.
Although some nonprofit leaders report a consistent, healthy division between administrative tasks and mission-specific activities, many struggle to prioritize their time. It’s no secret that balancing business operations and mission execution is challenging. Nonprofit administrators often have limited budgets. Others manage incredibly lean teams. And most are looking to create a lasting big-picture impact on major social issues.
Recently, businesses and organizations have revisited their workplace policies on equity, diversity, and inclusivity. Some have finally put into writing the practices they have implemented for years. Others have recognized a failure to put policies into action.
Whether you are revamping your mission statement or building an entirely new set of policies, it is important to ensure your organization approaches all aspects of work through a lens of equity and inclusion. It is also critical for your nonprofit staff to be representative of the community you serve.