Coping with a double bottom line in a slow recovery
It is often said that nonprofits have a "double bottom line," because our success is judged on how effectively we meet our mission and on how many resources we are able to raise for our cause.
As a side note, I would proffer that we actually have a triple bottom line, as we are held to higher standards in terms of how we meet our missions. We also are judged, and rightly so, on the core values by which we work.
During economic times like these, the double bottom line for social service organizations becomes doubly challenging: the need for our services increases as the resources that sustain our organizations decrease. Quite simply, more people need our services, and fewer people are able to donate.
We are fortunate to work in an incredibly supportive community, where donors, volunteers and businesses readily step up to assist those in need. Some people have given more in the past two years because they recognize the increased need. That kind of generosity is humbling and it really does make a difference to organizations like the YWCA. More importantly, it makes a difference in the lives of the people we serve. For many of our program participants who are victim/survivors of domestic violence, sexual assault, child abuse and homelessness, that can mean the difference between safety and violence, life and death.
Unfortunately, the nonprofit sector is often the last to recuperate from an economic downturn. People aren't willing to donate unless they're feeling secure in their jobs; companies aren't comfortable to contribute until they can point to solid net profits. That can take months, possibly years. Meanwhile, the people we serve have more pressing needs than ever, such as affordable housing, assistance in securing employment, child care, medical services, clothing, food and car repairs.
We and our partner agencies face a daunting year, especially those of us that receive a significant amount of our funding from the government, which has been forced to cut even the most critical of services. Where the coming year will lead us exactly is unknown, yet this is not entirely unfamiliar territory. We operate "on a wing and a prayer," as most of our organizations will never have guaranteed revenue streams. So on the one hand, things are harder than ever, and on the other, this is a game we know all too well. With more hard work, more strategic planning and the courage to forge ahead and place our faith in our friends and neighbors and elected officials who make our work possible, we carry on.
We also are able to cope because we know that there is yet another aspect to our bottom line: "rewards," in the truest sense. Those of us involved in mission-driven work – whether as staff, volunteers or donors – have the satisfaction of helping other people and this is the most valuable aspect of our work, no matter what's happening with the economy.
