Changing with the Times

Someone very old and wise once said “The only thing that is constant is change.” Many non-profits can relate, whether it’s regulatory change, shifts in stakeholder guidance, or uncertainties around funding. Even when the goalposts are constantly moving, however, you still need to think strategically. Every change has significant implications, on services, credentials, resources, operations, and more, and it’s the rare organization that can just jump in and out of different delivery models in response to dynamic conditions.

Planning in unstable conditions can be complex, but keep in mind that things almost never remain the same over time. Demographics shift, needs change, funding varies, and what you knew yesterday probably won’t be true tomorrow. The keys to a successful non-profit, however, are consistent no matter what, and if you do these things well, you’ll realize your potential to impact individuals and communities: 

• Know the “market
• Identify aligned services
• Prioritize needs
• Get the right people
• Operate cost-effectively

It starts with who you are serving, what they need, and what you are best positioned for. Your market may already be shifting from migration, aging, economics, and other factors. Even larger changes may be afoot. Sound planning requires both awareness and flexibility. That’s why we advocate for in-depth market research and rigorous supply and demand modeling. In times of uncertainty, you’ll have to look at different scenarios, from the status quo to high likelihood changes in the outside environment.

If you make and accurately interpret supply and demand for each scenario, you can understand community needs, and identify and prioritize the services you should offer. This will look different from one organization to the next. It depends on local market characteristics—chiefly, the target population and what it requires, and who else can address certain things so you don’t have to. How you adjust the scale of what you currently offer, and/or add to or delete from your mix of services, will be unique among your peers.

Then, there’s the resources you need for each scenario, and your confidence in your ability to obtain them. Both “client-facing” and “mission support” aspects are important, since change often affects not only the required technical specialties, but also the infrastructure to support a “new look.” This is the “limiting factor”—you can’t plan to do everything if acquiring the necessary human, financial, and/or capital resources is unrealistic. Creativity is a virtue and priorities are crucial. This is complex, and merits discussion on its own.

When change is coming, and you need to transition from one approach to another, you need to get out in front of it. As noted, you can’t change operations with a snap of your fingers, so early recognition and quick reaction is critical. Leadership must be actively engaged in monitoring and assessing the environment, and Boards may need to make risk-based decisions on when to shift gears. Strategies must be frequently reviewed in environmental context, not just in terms of progress and results.

Things happen. Sometimes they’re already affecting you and, other times, they may be just over the horizon. You may see them coming, or they may be hidden or even unanticipated. Don’t let change deter you from planning—in fact, thinking strategy is even more critical in times of uncertainty. You need to know what’s happening or anticipate what might be coming, so you can plan to meet community demands. If you want to stay relevant and cost-effective, you need to be prepared for what’s next!

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We offer complementary initial consultations to help you strategic planning for non-profits responding to or anticipating change. Click here to learn more and request a time to talk.