Practical Considerations for Nonprofits During Covid-19 ... · volunteers, and clients is...

Practical Considerations for Nonprofits During Covid-19 Series

SESSION ONE

Strategic Responses

May 11, 2020

Snowflake LLC, in association with the Nonprofit Alliance of the Northern Shenandoah Valley

© 2020 Snowflake LLC. All rights reserved.

IntroductionSeries Sponsors

› Snowflake LLC

› Nonprofit Alliance of the NSV

Today’s Speaker

› Tom MorleyPresident, Snowflake LLC

©2020 Snowflake LLC. All rights reserved. 1

IntroductionPractical Considerations During Covid-19

› Covid-19 changes the game

- Client service

- Financial resources

- Staff and volunteers

› How should non-profits respond?

- Strategic responses

- Tactical actions

- Monitoring effects


Conditions


Drawing by Steve Sack (2020). Public domain.

Considerations


Adaptation

Response

Awareness

Preparedness

Engagement

Resumption

Considerations


Adaptation

Response

Awareness

Preparedness

Engagement

Resumption

Change

Inform

Modify

Mitigate

Involve

Re-emerge

Our Focus


Adaptation

Response

Awareness

Preparedness

Engagement

Resumption

Change

Inform

Modify

Mitigate

Involve

Re-emerge

Impact VariablesDefining Key Terms

› Supply Factors

- Availability—State of supply chain- Accessibility—Delivery channels- Resources—Human, financial, capital- Risks—Acceptability, ability to mitigate

› Demand Factors

- Needs—Impacts of Coronavirus- Priorities—Relative importance of needs- Capacity—Ability to access services


ParametersUnderstanding the Problem

Supply and Demand


< = >

<

>

=Demand

Supply

InterpretationFraming the Challenges


Supply Demand Example Reasons Example Implications

Increased Increased › Essential, affected by virus› More resources, acceptable risk

› Able to keep up with needs› Fully utilized and funded workforce

Increased Stable › Essential, unaffected by virus› More resources, more access points

› Able to keep up with needs› Some staff may do special projects

Increased Decreased › Non-essential, low priority services› More access points, more funds

› More than able to meet needs› Under-utilized, excess workforce

Stable Increased › Essential, affected by virus› Same resources, acceptable risk

› Partially able to meet demands› Over-utilized staff – no layoffs

Stable Stable › Essential, unaffected by virus› Same resources, net equal access

› Able to keep up with needs› Fully utilized and funded workforce

Stable Decreased › Non-essential, low priority services› Net equal access, consistent funds

› Able to keep up with needs› Staff downtime to focus elsewhere

Decreased Increased › Essential, affected by virus› Less resources, unacceptable risk

› Unable to meet client needs› Under-funded, workforce decisions

Decreased Stable › Essential, unaffected by virus› Fewer resources, less access points

› Partially able to meet demands› Under-funded, workforce decisions

Decreased Decreased › Non-essential, low priority services› Small staff, flexible volunteers

› Able to keep up with needs› Can still maintain staffing levels

Strategic ResponsesFormulating Solutions

› Strategic Thinking

- Relies on information- Considers all variables- Looks ahead to the end- Employs logic to find answers

› Rationale for Strategy

- Correctly interpret demand- Ensure capacity is there- Take advantage of opportunities- Make informed decisions


Response Levers


Financial Resources

Access Channels

Human Resources

Capital Resources

Exposureto Risk

Material Availability

Core Services

Response Levers


Financial Resources

Access Channels

Human Resources

Capital Resources

Exposure to Risk


Core Services Mission

Response Levers


Financial Resources

Access Channels

Human Resources

Capital Resources

Exposure to Risk


Core Services

Protect

Innovate

Align

Stabilize

Acquire

Balance

Maintain

Mission

Response LeversCore Services

› Objective

- Change what you offer to serve clients’ immediate needs (and potentially generate income)

› Alternatives

- Create services to support clients in new ways

- Redefine or shift emphasis of programs

- Integrate with other nonprofits as “extensions”

› Examples

- Equine therapist changing to video counseling

- Shelters cooperating with employment nonprofits©2020 Snowflake LLC. All rights reserved. 15

Response LeversMaterial Availability

› Objective

- Protect or expand supply chain to ensure there is enough “product” to meet the demand

› Alternatives

- Use financial resources to acquire product

- Aggressively publicize need for supplies

- Partner to share resources with others

› Examples

- Food pantries with increasing numbers of users

- Thrift stores experiencing declining donations©2020 Snowflake LLC. All rights reserved. 16

Response LeversAccess Channels

› Objective

- Provide new ways for clients to use services when existing methods are impractical

› Alternatives

- Leverage online and/or telephone interactions

- Go mobile, bringing services to the people

- Use contactless delivery and/or pickup options

› Examples

- Free clinics with limited capacity to see patients

- Libraries that can’t accommodate walk-ins©2020 Snowflake LLC. All rights reserved. 17

Response LeversHuman Resources

› Objective

- Adjust workforce consistent with the level of need, access channels, and financial conditions

› Alternatives

- Hire temporary staff or increase volunteers

- Modify roles, cross-train, and/or repurpose staff

- Use furloughs when absolutely necessary

› Examples

- Crisis hotlines facing increasing calls

- Interest organizations with reduced demand©2020 Snowflake LLC. All rights reserved. 18

Response LeversFinancial Resources

› Objective

- Maintain or even increase funding levels to remain solvent, retain staff, and meet demand

› Alternatives

- Seek government and other loans and grants

- Increase contact with donors, using crisis “angle”

- Leverage symbiotic business relationships

› Examples

- Homeless shelters with budget threats

- Health care providers protecting the workforce©2020 Snowflake LLC. All rights reserved. 19

Response LeversCapital Resources

› Objective

- Access and utilize assets that support alternative workforce and service delivery models

› Alternatives

- Prioritize financial investments in capital assets

- Pursue in-kind equipment donors or lenders

- Borrow from or cooperate with other nonprofits

› Examples

- Charities shifting to virtual workplaces

- Food pantries looking to deliver to clients©2020 Snowflake LLC. All rights reserved. 20

Response LeversExposure to Risk

› Objective

- Ensure Coronavirus-related risk to employees, volunteers, and clients is acceptable

› Alternatives

- Ensure in-person services are contactless

- Offer as much on-line as possible

- Provide PPE for high-touch environments

› Examples

- Homeless shelters serving clients in-person

- Adult care centers providing on-line programs©2020 Snowflake LLC. All rights reserved. 21

Putting it Together


Financial Resources

Access Channels

Human Resources

Capital Resources

Exposure to Risk


Core Services

Protect

Innovate

Align

Stabilize

Acquire

Balance

Maintain

Mission

Strategic Response

ApplicationsReal-world Responses

› How has your organization responded?

› Are you “winging it” or have you thought it through?

› How are you making key decisions?

› What are your greatest short-term concerns?


Wrap-upQuestions and Answers


Snowflake LLCwww.snowflakellc.com

Nonprofit Alliance of the Northern Shenandoah Valleywww.nansv.org

Practical Considerations for Nonprofits During Covid-19 ... · volunteers, and clients is...

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