An article in the Stanford Social Innovation Review lays out what nonprofits must do to ramp up their social impact, economic viability and capacity to bring about positive change in the wake of the pandemic. Compassionate leadership, says LISC CEO Maurice A. Jones in the piece, is the overarching approach that can make all the difference in how nonprofits function during and after the crisis.
The excerpt below was originally published on:
Three Things Nonprofits Should Prioritize in the Wake of COVID-19
by Amy Celep, Megan Coolidge & Lori Bartczak from Stanford Social Innovation Review
Delivering social impact requires talent, systems, and processes. In response to stay-at-home orders across the world, organizations have had to shift to virtual operations, make up for lost volunteers, and deal with other challenges to capacity. Planned Parenthood of Metropolitan Washington, for example, had to move fast to establish technology and infrastructure so that it could launch telehealth services to patients months earlier than originally planned. Meanwhile Share Our Strength (our parent organization) has experienced a dramatic decrease in earned revenue from events and a dramatic increase in giving from individual donors, and therefore shifted its team’s capacity to focus on fundraising.
While different organizations have different capacity needs, these four are core to sustainability: