Resiliency tactics during financial crisis: The nonprofit resiliency framework

The ability of nonprofits to weather hard times is a popular theme in the literature, yet most of the research is spent on predicting organizational closure. Unfortunately, this offers little guidance to nonprofits attempting to both survive and deliver services during crises. We use the lived exper...

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Bibliographic Details
Published inNonprofit management & leadership Vol. 32; no. 2; pp. 179 - 196
Main Authors Searing, Elizabeth A. M., Wiley, Kimberly K., Young, Sarah L.
Format Journal Article
LanguageEnglish
Published Hoboken, USA Wiley Periodicals, Inc 01.12.2021
Wiley Subscription Services, Inc
Subjects
budget crisis
Economic crisis
Human resources
human services
Leadership
Mapping
nonprofit management
Nonprofit organizations
Outreach programs
Qualitative research
Resilience
resiliency
State budgets
Tactics
Weather
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Summary:The ability of nonprofits to weather hard times is a popular theme in the literature, yet most of the research is spent on predicting organizational closure. Unfortunately, this offers little guidance to nonprofits attempting to both survive and deliver services during crises. We use the lived experiences of 31 nonprofits—a mix of umbrella groups and direct human service providers—during the Illinois state budget impasse to understand nonprofit organization resilience in times of crisis. We establish the Nonprofit Resiliency Framework using qualitative analysis, mapping tactics in five areas: financial, human resources, outreach, program and services, and management and leadership. This study not only provides further empirical investigation of organizational resilience, but also useful advice for nonprofits on how to weather a complex financial crisis.
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ISSN:1048-6682
1542-7854
DOI:10.1002/nml.21478