New York Cares experiences growth during the recession

Not many nonprofits can say that they experienced growth during the recession.  This business climate has forced many nonprofits to close their doors and merge with other nonprofit organizations to cut costs.  Preparing for what this recession had in store was not an easy undertaking for nonprofits.  If a nonprofit was prepared for the recession, they had an edge, an edge that in some instances, set the organization up for actual growth.

New York Cares, New York City’s largest volunteer organization, not only weathered the recession better than many organizations, they grew their programming by 20 percent without compromising their financial stability. At a time of increased need in New York City, New York Cares was and continues to be uniquely positioned to bridge the gap between nonprofits and city agencies serving people who need assistance and volunteers who want to help.

In a recent interview with the New York Nonprofit Business Examiner, Gary Bagley, Executive Director of New York Cares discussed how he kept the organization out of the red and continuing to grow during a tumultuous time.  He offers these ways in which to think about the recession and nonprofit operations:

1. Focus on Mission - During challenging economic times, mission focus is more important than ever. Funding opportunities that aren’t 100% aligned with mission can be tempting. But in the end, they can cost you more than the funding you received (both in terms of actual service delivery and by defocusing staff). In addition, look hard at every dollar your organization is spending to evaluate the degree to which each activity or program furthers your mission. This may be the time to part ways with programs that aren’t delivering the impact you intended.
2. Rally the Leadership - Your board members should be the greatest advocates for your work, in addition to providing governance oversight. At many, if not most, nonprofits board members spearhead strategic funding relationships, which require special attention during tough times when some are trimming the list of agencies they support. Be proactive and transparent about challenges and opportunities facing your organization and ask for input. Ramp up board involvement through finance, development, and governance board committee meetings to dig deep into tough issues and refine strategies. Many board members have significant expertise and resources they can bring to bear – identify how they can help and provide staff support so they can deliver.
3. Rally the Troops - Don’t forget staff: listen and share openly with everyone in the organization. Front line employees who interact with a range of stakeholders can be your most valuable asset in formulating creative solutions. They feel the fallout from budget and service cuts first and often see changes or new needs in the community before senior management. Create regular opportunities for dialogue, staff meetings, and systematic programmatic feedback. Staff needs to know your organization’s challenges and opportunities, and the success with which you’re meeting your mission. Morale is a priority at all times, but never more so than when employees may be asked to work harder and longer hours.
4. Speak Up - Leverage the strong relationships you’ve built with corporate, foundation, and individual donors. Help funders understand the critical role you play in helping address pressing social issues. Stakeholders support your organization because they care about what you do and understand the importance of your work. Keep them engaged by reinforcing what’s unique and important about your organization. Be transparent about the recession’s impact on your ability to meet goals and serve the people who rely on your services. Provide stakeholders with confidence that their investments are being used with maximum efficiency and effectiveness.
5. Embrace Change  - In a time of challenge, everyone’s priorities are changing and shifting – funders, volunteers, elected officials, and your own. As much as you keep an eye on internal operations, keep an eye out for changes in the external environment. While some alliances will dissolve, new opportunities will arise for collaboration, funding, and communicating the importance of your work. Talk to other nonprofits, your funders, and experts in your field. Listen to stakeholders, who are looking for ways to help. Stay close to the news. For example, New York Cares applied for and secured a $100,000 capacity building grant this year for which we had not budgeted – the opportunity came from our willingness to work with a contact who sought to understand how volunteering could be a viable solution for nonprofits during the recession.

In March of 2009, CNN reported that nonprofits could expect permanent damages from the recession.  At that time they stated that 16 percent of nonprofits could expect to cover their operation expenses for the year, while 52 percent anticipated the recession would have long-term or a permanent negative effect on their organization.  These percentages were based on a survey conducted by the Nonprofit Finance Fund that focused on 986 nonprofits, including lifeline organizations that rely on basics like food and shelter.

There are a plethora of ways to get involved with New York Cares.  The volunteer opportunities are endless.  New York Cares has a generous following on Facebook and other social media outlets such as Twitter and YouTube.