It takes more than stamina to go through a crisis and come out stronger. We know the slogan: “What doesn’t kill you will make you stronger.” A shock can become a stimulus to action. Minor loss becomes a crisis for one person. Disaster is an opportunity for another. It is inspiring to watch a friend turn her life around. Change often starts when we look in the mirror. The first step is to tell ourselves the truth. We acknowledge what is now rather than pretend all is fine; that we are what we want to be. Next we need to take steps to create the future we want. Few of us change on our own; we need to be challenged. A desire for self-knowledge combined with humility will help us seek help when we need it.
Organizations reinvent themselves too. Many start when their world changes. Others see market forces shift. Customers demand new services. There is often a “shock” or precipitating event. One company may see a blip, while another sees the beginning of a trend.
WDI first saw a blip. Then we experienced a shock. We now believe there is a trend and we are getting into action. Governor Paterson attempted to repeal the continuation of our prior year’s funding, an unusual step. Governors seldom renege on agreements from earlier years. The legislature turned that situation around and continued our funding. Then a “shock” came when despite promises from legislators no new funds were appropriated. Nonprofits across the state were in the same boat. New York has a real financial crisis. The best efforts of our allies were not able to get us new funds. The budget deficit was too great.
WDI’s first step was to admit the truth. The annual pattern of funding has been broken. Our partners did everything they could to help us obtain additional resources. It did not work! Getting back into next year’s budget will be harder.
WDI’s prudent management of funds allows us to continue operating for another year. We took annual appropriations and spent them over 18 months, creating a rainy day resource. We prepared for a year like this. That is the good news. We would be fools to congratulate ourselves and relax, however. We have postponed our crisis. If we spend at the current rate and are not in next year’s budget we will have to close our doors. We have one year to adapt, and to develop new resources to continue.
This time next year, WDI’s commitment to unions and working families will remain but we will not be the same. First, we will not have a rainy day reserve fund. We may have the same staff or less capacity. We may be offering different services; without regional operations.
Most nonprofits would be grateful to be in our shoes. They live on the margins, surviving year by year. We are crying wolf a year in advance not concerned to show vulnerability or a lack of confidence. I see our vulnerability as a strength we can build from. WDI trusts its partners and they rely on us. We have strategic relationships built on mutual benefits and telling each other the truth. We all need accurate information to plan for their future. Therefore I am reporting what we are doing to face this situation.
In mid-July I convened our leadership team for a day-long retreat. We took a look in the mirror and acknowledged an organizational crisis and opportunities. While we have resources for another year, we must not take anything for granted. In a tight fiscal climate we must listen to our customers, objectively evaluate our operations and services and prepare for change.
We need to be clear about who our clients are: organized labor, working families, state agencies and our strategic alliances. We need to keep those relationships strong and viable. We have another customer in the legislature. They provide us our resources. Without funds we cannot serve our primary customers. Still it is about more than money. Legislators have direct access to local constituencies and in an ever-changing economy their fingers too are on the pulse of change in their communities. Our relationship with them is essential and must remain strong. They just could not help us this year. We thank them for trying.
2011 is a year of transition. There will be a new Governor and leadership changes within agencies; perhaps new legislators. These are issues outside our organizational influence but will affect us. We must be the strongest resource available in 2011, to continue our partnerships with organized labor and government.
We began with an internal review. By Labor Day our leadership team will have taken an objective look at our statewide and regional capacity, analyzed our services, alliances and considered whether realignment is needed. In the fall we will engage regional staff, strategic partners; listen and learn from them all.
A funding crisis gets your attention. We are using it as an opportunity to renew, evaluate our operations, recommit to those we serve, update and adapt our services and come through 20111 stronger than ever. We will move beyond our comfort zone, ask partners to adapt as well and make any realignments. Our commitment is to serve working families, assist organized labor and partner with state government in providing services. Our form may change but our values will not. Organizations grow and change. As long as we listen well, are relevant to our partners needs and add value we will do more than survive. We will thrive!
I welcome your thoughts and comments. Please comment below.
