What’s a Nonprofit to do?

For a variety of reasons, many of us are happy 2009 is over. But that doesn’t mean 2010 will be our knight in shining armor.   As I’ve said before in this space, the economic fat lady hasn’t sung for any of us yet, least of all the nonprofit sector.  She’ll be singing for us years after she’s sung for others.

So, what’s a nonprofit to do?  Ask the tough question.

I don’t believe in this thing called “human nature.”  There are just too many discrepancies.  Let’s take survival, for instance.  People who believe in human nature will tell you that it is human nature to want to survive.  We hear of people going to great lengths—even intentionally inflicting harm to a portion of their bodies in order to save the whole—in order to survive.  And yet, at the same time, we hear of others who choose not to survive—those who choose suicide, ask that life-sustaining measures be stopped, engage in activities where the odds of not surviving—short or long term—are great.  The desire to survive is not wired into our nature; it is determined by the situation in which we find ourselves at a given point in time in our lives.  Thus, sometimes the right choice is survival, while sometimes it is not.

The same is true of organizations.   Sometimes, survival—particularly when it is mere survival—is not the right or best option.  Sometimes the best option is to close down.

That, I understand, is not a popular option.  But that doesn’t make it the wrong option.  I recently received questionnaires I’d sent to eight executive directors of venerable organizations, each of which was also doing good and important work in their communities.  But in answer to the question what are the five top issues facing your organization, funding came back loud and clear—sometimes repeated five times.  And it was said with exhaustion by battle-worn leaders.  Underlying these statements was the unspoken question of how long can I—this organization—continue to fight for every penny in a landscape where the pennies are fewer and further between?

So, in 2010, do yourself and your organization a favor and ask and answer that tough question:  should we survive?  At all?  in some version of our former self?  as we are?  And don’t do it in a half-assed way, based solely on emotion and history.  But do it based on data and reality, the needs of the community you serve, the competition, the ability to deliver quality services, the long-term availability of funds, etc.  Regardless of the outcome of your discussion, your clients, organization, staff, and board will be served better.

I know this goes against the tide of up-beat new year’s resolutions and I will accept any accusations of being a killjoy.  But if ever there were a time to be honest and look ourselves squarely in the eye, 2010 is it.