Expert Advice on How to Reopen Your Nonprofit – A collaborative piece from four subject matter leaders

How has nonprofit life changed since the COVID-19 pandemic started? What should change forever? What should be reconsidered? Now that we are close to herd immunity, many nonprofits are tackling big and small questions across all aspects of their organization about how to reopen safely. But, we are also tackling cultural questions – how do we come back together as a team? How do we reemerge even stronger? 

These questions have flooded the Social TrendSpotter comment box, so we decided to ask our colleagues who are experts in their fields for some guidance across strategy/governance (Suzanne Smith, Social Impact Architects), marketing/communications (Aimee Sheahan, Sheahan Communications), fundraising (Tawnia Wise, Wise Resource Development) and human resources/culture (Gabriela Norton, PPR). The summer is a great time for an executive retreat, so we hope this Q&A helps guide your discussions and intentional conversations about reopening your nonprofit workplace.

We have an existing strategic plan. (Or, we do not have a strategic plan.) How should we approach planning now? What are new needs that should be considered? (answered by Suzanne Smith, Social Impact Architects)

Long-range strategic planning has been in a holding pattern for the past year. In fact, we have helped many of our clients with “battle plans” that honed in on key tactics and needed changes and temporarily replaced their strategic plans for 2020. So, where does this put us now and how should we proceed? While 2021 will bring opportunity, I also think our line of sight is still short and fuzzy, which can make strategic planning tricky. 

Instead of focusing on a new three- or five-year strategic plan, we recommend that our nonprofit friends and clients consider a short-term action plan or a bridge plan for 2021 and possibly 2022. If you have an existing strategic plan, you may want to create a bridge plan by extending your existing strategic plan by a year or so. This allows you to: 1) sunset any completed or obsolete objectives; 2) add any new objectives based on changed circumstances; and 3) extend the deadline for strategic objectives still needing work. If you do not have a strategic plan, do a 2021 action plan that focuses on your top priorities and includes a future date to revisit long-term strategic planning. For more details, see our checklist. 

No matter what, it is critical for your team to come together (ideally in-person) to collectively revisit and decide upon priorities – we often call them “big rocks” – for reopening in 2021.

Our board and staff want to go back to in-person meetings, but Zoom meetings have also been efficient. What is your recommendation? (answered by Suzanne Smith, Social Impact Architects)

Meetings are meant to bring us together to create intimacy and to work toward a common goal. This is something that can never truly be accomplished through email. As the COVID-19 pandemic hit, we had to adapt, and Zoom became our only form of “meeting.” We became experts at online meetings, trainings and even parties. Now, as we reopen, we have a choice: to Zoom or not to Zoom? But going even further, the real question is: What is the purpose of the meeting and what is the best way to get that purpose accomplished? Then, we need to ask how people can safely attend that meeting? If everyone agrees to meet in-person, you need to acknowledge the awkwardness of this reunion by re-developing intimacy through icebreakers and easy agenda topics at the beginning.

If everyone prefers to meet over Zoom, carefully consider the why, and ask if it is the optimal tool given the purpose. If the group’s preference is mixed, you may want to hold two meetings (one in-person and one over Zoom) or opt for a Zoom meeting so everyone is treated fairly. You could also alternate between the two styles so you get added efficiency and participation without losing connection. The key to all of these questions is being intentional and genuinely considering the best approach, given the purpose, participants and budget.

How has nonprofit marketing evolved due to the pandemic? What has changed for good? (answered by Aimee Sheahan, Sheahan Communications)

For decades, the nonprofit sector has lagged behind consumer companies when it comes to integrating digital strategies. While exceptions exist, most organizations lacked the resources, time and expertise to innovate. Or so we thought. As the pandemic unfolded, nonprofits everywhere had a choice: leverage technology to connect virtually or, at best, stagnate. COVID-19 forced their hands, and organizations responded in force. To keep their missions online, our nonprofit clients and friends answered the challenge with dizzying speed and variety. Holding virtual fundraisers, nonprofit’s flagship response to COVID, was just one example.

Nonprofits also kept the lines open to supporters using online book clubs, virtual panels, expanded social media strategies, streaming arts performances and more powerful communications customized to their audiences. While some organizations kept their physical doors open to respond to the crisis with food or health services, others had no choice but to communicate online with those they serve. New texting programs, bilingual websites, virtual learning programs and digital public awareness campaigns were birthed sometimes in a matter of days out of sheer necessity. Not every effort took off, but in our experience the majority hit home and revealed previously untapped potential.

A local, in-person run event for an international mission multiplied its reach and dollars raised exponentially by going virtual and national. Individuals who lacked transportation or time to access onsite programs became more engaged from home. Organizations successfully positioned themselves as subject matter experts through live chats and panels on social media. The clear-cut lesson here is that nonprofit groups were able to accomplish what they thought they did not have the time and resources to do. While many organization leaders have said they hope never to do another virtual fundraiser, the landscape has transformed. Our supporters and the people we serve have become even more sophisticated consumers of digital media and content. Their expectations have changed, and we cannot go back to the status quo. 

Sophisticated digital delivery is the new norm. The effects of months of quarantine have altered both virtual and in-person experiences. People more carefully curate what is worth their valuable time and effort. The nonprofit sector must continue to step up to keep people engaged. Now is not the time to retreat from leveraging digital and virtual strategies, but to double down. We must take the potential we found in digital – and our organizations – and dig deeper. The silver lining of the pandemic? We have proven that we can.

As employers, what HR issues should be considered as we re-open? (answered by Gabriela Norton, PPR)

As we reopen, employers must decide whether to make the COVID-19 vaccination mandatory or voluntary. If it is required, they must have a plan in place to handle requests for medical or religious accommodations. It is also important to establish protocols to control outbreaks, document contact tracing and respond to employees who test positive for COVID-19. Despite the excitement of reopening, we all must consider that a large portion of the workforce remains vulnerable.

Experts suggest that the combination of economic uncertainty and the stressors of commuting, deadlines, disagreements and hot-button topics increases the potential for workplace violence. This is an additional workforce dynamic to consider as a result of this pandemic, and it requires proactive thinking about how to ensure organizations are offering a place for safe conversations, conflict resolution (instead of avoidance), accountability partnerships and overall de-escalation of stressful situations. Finally, conducting a thorough audit of all benefits plans and company policies (pre- and post-lockdown) is prudent and will ensure all policies reflect current law, guidelines and regulations. Some organizations will benefit from establishing new permanent or even temporary policies that can be implemented strictly to aid with reopening.

How do we manage hybrid cultures and decide who can work from home and who needs to be in the office? (answered by Gabriela Norton, PPR)

Productivity, the ultimate measure of success, depends on employee engagement. How do employers create an environment of trust, cohesion and shared experiences – the cornerstones of employee engagement – in a hybrid culture? With considerable skill, thought and intention. When deciding who can work remotely, ask “Can the work be done remotely?” and “Is the work more innovative or transactional?” Make sure denials for remote work are rooted firmly in business need. Establish clear parameters regarding the hybrid work structures, but be willing to adjust along the way. Gain trust and cohesion by surveying employees not just once or twice, but regularly to ensure the structure is still working. Be open to adjust as needed.

We are learning what our new “normal” should be, so give yourself space for change. Be intentional about collaboration. Require employees to touch base often to gauge progress and feedback. This will lead to accountability, trust and connection. Clearly and regularly communicate the organization’s vision for the future to create shared experiences and underscore cohesion. Finally, commit to working through the inevitable complications. We are all healing together, so be generous with grace while maintaining healthy boundaries.

How do we strengthen our culture post-COVID-19? (answered by Gabriela Norton, PPR)

In some cases, work reunions may feel like starting over. And that is OK. Use an engagement survey to find culture gaps, and then design activities, policies and programs to address those deficit areas. You can start by reiterating the concept of a shared purpose. Do so by intentionally re-engaging teams around your purpose and goals – your organizational “why.” Focus on accountability by reminding employees how important their work is to the team and the company. While some professional relationships may have grown stronger during the shutdown, make sure there are no hints of favoritism, as this can quickly erode motivation – especially with newer team members.

Highlight the not-so-obvious mutual dependencies between work functions. With staff working remotely, conflict was easy to avoid. Encourage employees to resolve conflicts quickly so that they do not fester and cause additional problems. It is important to create places where people want to be. This will help people work better to collaborate, focus, learn, socialize and rejuvenate. It will provide stimulation and inspiration.