Go on, we’re listening. This conspiracy of lemurs is here to help.
When a charity you advise runs into a crisis, like the COVID-19 pandemic, do you know how to help?
Probably not. Nor should you, without some fact-finding.
The pandemic is affecting different organizations differently, which means the solutions are going to be different from one group to the next. There is no one-size-fits-all response. The only thing we know for sure is that the best responses so far seem to be crafted by people who collect as much reliable information as they can from a variety of sources and apply it in a caring and thoughtful way.
I know every detail of the inner workings of the charity where I work, but I know far less about the organizations I advise.
I don’t want to show up at meetings thinking what’s right for one group is right for another. So I started compiling a list of questions that could help me understand how I can be helpful. I’d never plow into a meeting and demand answers to all of them. Some executive directors will already have a detailed roadmap they need their advisors to follow. Some will naturally provide most of this information in their briefings. This list was intended to be a check on me to ensure I have a full picture before weighing in, a note-to-self: Don’t offer advice unless you know these facts.
The individual answers to the questions themselves aren’t necessarily important - they are conversation starters. As the questions are answered, an organization’s core priorities and needs will emerge. And that’s when I’ll know how I can help in a way that is actually helpful.
Questions to ask a nonprofit leader when you want to understand an organization’s needs in the midst of a crisis like the COVID-19 pandemic:
Financial position
Money is the first thing on my mind, because I want to know how much time we have to adapt. Are we drowning? Are we secure forever? Most likely it’s somewhere in between. Answers to these questions can be approximate. The point is to get an understanding of where we are on the spectrum of financial stability — and how different it is from “normal”.
What % of this year’s projected revenue is still confirmed? At risk? Unlikely?
If there is a decline in confirmed revenue, are there simple cost savings/ cuts that can make up the difference?
If there is going to be a gap between revenue and expenses, how big is it?
What was the ballpark revenue/ expense budget for 2021 before the pandemic? What is it now?
What are primary types of revenue in the next 18-24 months (e.g, grants, user fees/ services, individual donations)?
What assumptions are you making about the impact of the pandemic on different types of revenue? (e.g., camp fees will be $0 for 3 months and rise to 50% of normal in the fall)
What impact, if any, will government support programs have on the budget?
Program status
Next comes the practical implications of the pandemic on programs. Some charities are facing a surge in demand for their services. Others are unable to operate because of social distancing.
Are there any programs (underway or planned) for the next 18-24 months that you are unable to deliver because of the pandemic?
Are there any programs (underway or planned) that have to be modified to accommodate the pandemic? How so?
Are there any programs (underway or planned) that don’t seem relevant or appropriate anymore?
Is there increased demand or need for a program (underway, planned, or new)?
Staff situation
Most organizations rely entirely on their staff (or volunteers) to deliver the programs and services that help us create change in the world. If people are unable to deliver that work, it doesn’t matter how stable the finances and programs look on paper.
How many staff are working and how many are on leave (including out sick)?
If staff are working, are they at home or do they have to interact with the public, be in the field, take public transit?
Are there any critical volunteer roles that are affected?
How are the staff coping?
Planning and strategy
By this point in your (my) knowledge-gathering, a pretty clear picture of the pandemic’s impact on an organization would be starting to emerge. It’ll start to become clearer whether a change of course is required to achieve the organization’s goals, or if this is simply a temporary detour. It’s time to dive in.
Prior to COVID-19 was the organization going to be growing, remaining the same size, or shrinking in the next two years? As a result of COVID-19, has this expectation changed?
What were the main, measurable targets the organization was trying to hit this year? Are they still relevant?
If yes, how likely are we to still hit those targets?
Some executive directors and senior managers will already know exactly how they plan to navigate the coming year. If they do, let them share their plan.
If you could sum up the strategy to respond to the pandemic and achieve our current objectives, what would it be?
Some staff may indicate that the targets need to be rethought or that they need time or advice to craft the strategic response. If that’s the case, set a date for getting the work done and then go get ‘er done.
If you’re feeling anxious or aimless or an existential crisis is taking hold, go back to your mission statement for inspiration.
Other
Depending on your relationship with leadership and the level of formality of your meetings, some questions may be asked publicly or saved for private conversation. These are the open-ended questions that help to give a true sense of what the leader is thinking and identify areas where they may want support (or just a friendly ear).
How are you doing?
Do you have the support you need?
What is your biggest worry?
What are you most looking forward to in the coming year?
Is there anything specific you would like me to do (or not do) to help?
These questions are written with small or medium sized charities in mind. Have I missed something? Feel free to add to the list in the comments below. Thanks!