By Erna Witoelar, Chair of APPC
It is easy to feel desperate when our daily fare consists of news of massive lay-offs, plant shutdowns, bankruptcy, and multi-billion stimulus packages. Now that the whole world is preparing itself for much more devastating effects of last year's financial meltdown, we wonder how non-profits will be able to cope when the priority will be, understandably, on keeping economies afloat. On the surface, this seems to be a difficult time for philanthropy and the development sector.
However, another way to look at the global situation is that it offers us all an opportunity for assessment and reinvention. It shows us the true picture of our beneficiaries' plight, bereft of the cushions that growing economies provide. There are no filters, no rose-colored lenses; this is the time when we see even more how crucial our work becomes. When people lose jobs and the means to provide for their families, they turn to charities and philanthropic institutions to keep themselves afloat. When entire communities lose their sense of security and identity, they need safety nets to keep themselves from going under. At this time when corporations, donors, and foundations have less to give us, we will need to give and support more.
How are we to meet this challenge?
To encourage our donors to keep on supporting us, we need to show them (as well as our beneficiaries) that we can remain relevant in this time of crisis and confusion. We need to show them that our programs have impact, that they offer communities clear, tangible benefits. We need to look back at our vision and mission and stay true to our compasses. Now is not the time to veer off-course or to be confused about who we are and what we are supposed to do.
To maintain public trust in an age where everything from governments to banks fail to offer any sense of security, we need to be accountable to our various stakeholders. We need to be transparent about our operations; we need to be honest about the challenges we are facing; and we need to be sincere in our efforts to find solutions that work. When people are looking to us for answers, we cannot hide and wish our problems away.
To adequately meet the challenges of fundraising and the ever-increasing demands of our beneficiaries and communities, we need to innovate and allow ourselves to be infused by new ideas and creative thought. We can no longer do "business as usual"; nor can we expect our usual pool of donors and supporters to continue to be there for us. When everything is turning topsy-turvy, there is clearly an opportunity to reflect, to re-assess, and to rebuild.
Seen in this perspective, the challenges look less daunting, and the landscape even a little bit exciting. We in the non-profit sector have a unique opportunity to turn crisis into victory, and I am confident that we will thrive—because our missions ring loudest when times are darkest.