The meltdown of the financial markets presents serious issues for the nonprofit sector. Among other things, it is very likely that many service agencies will decide to return in force back to their bases in light of the many individuals and families who will find themselves in need.
A great, hopefully large foundation grant to assist the underemployed can be a great incentive to a struggling vocational assistance agency.
The question is whether this retreat to terra firma will also be used to set-back the movement towards developing relationships between responsible investors and their socially engaged partners to be?
Obviously, some investors—venture capitalists or angels with a heart—could we be forced to rethink the money they make available to new and risky ideas. If this happens, some new partnerships will naturally go on hold.
Hopefully, this alone will not be terminal for well-evolved nonprofits that are working with a diverse pool of supporters, or at least those who have designed their tools and techniques to be flexible to the ups and downs of financial realities—something most nonprofits often forget to factor in when they rely solely on grants, major donors or large government contracts.
But what will be the results for the majority of nonprofits who are just beginning to look toward social innovation and profit-taking as the basis of the future? After all, economic insecurity simply ADDS to the challenges that virtually all nonprofits are now living with: the fact that more and more nonprofits are competing for a limited and often limiting pool of traditional charitable philanthropies.
As of this writing most of the advice is just bemoaning the situation. Few have yet proposed many suggestions. So what is a forward-thinking nonprofit leader to do?
Continue moving cautiously toward a better future. Continue with your most valuable asset: the ability to share with smart investors that you have something to bring to the table where tomorrow’s most exciting investment partnerships are being made.
Today’s insecurities in money and lending should be used as an object lesson: profits are always difficult to count upon. But they are the life-blood of healthy businesses that look to use these results to make a measurable difference in a future that counts!