Dear Friends,
When I wrote this New Year’s message four years ago, reflecting then on the first year of the pandemic, I applauded Rhode Island’s nonprofit leaders for their resilience and flexibility in the face of unimaginably difficult circumstances. It was a time of uncertainty, described by many as “unprecedented.” In the years since, that resilience and flexibility have remained.
The perseverance of our state’s nonprofit community is a true treasure.
As we look ahead, many indicators are forecasting substantial change again and the community’s grit may be tested once more. In 2025, we will see a new administration’s priorities unfold at the national level. Inflation and supply chain disruption remain challenging. Workforce shortages are cutting across many industries, including our social impact sector. And there are certainly changes in the funding landscape as donors shift priorities, government programs constrict, and the COVID money that enabled so many grantees to scale up ends.
So, it is against this backdrop that I am reminded that the only constant is change and the best antidote is a strong plan. Turbulent times require strategic approaches, flexibility, and hard choices.
With Champlin, and with many other funders, the most successful applications will have something in common: a sound, well-conceived organizational plan. In this kind of changing environment, it’s not just about the merits of a project—we consider the thoughtfulness of the approach, the stability of the organization, and its readiness to undertake the project.
Expansions specifically, whether operational or physical, should be borne from a robust strategic plan that includes business modeling, as well as fundraising feasibility. More space, or even new space, can mean more personnel, higher utility costs, increased insurance and taxes, and other added expenses. This is why we often expect to see a pro forma budget that looks five years out when an expansion is planned. Finally, we expect that plans, and especially expansion plans, are fully considered by an organization’s leadership—its CEO and its Board of Directors.
These are all qualities we look for at Champlin, where we remain committed to our founder’s vision of supporting the capital needs of Rhode Island nonprofits across our nine areas of focus. In the coming year, we will continue to offer educational programming related to facility planning and construction management to assist organizations planning facility changes. These learning opportunities can also be helpful in understanding and navigating Champlin’s expectations in order to put forth the strongest application possible.
In 2007, it was the Great Recession; in 2008, the housing market crash; in 2020, the pandemic. We can’t predict exactly how change will unfold in 2025, yet we must plan for the possibilities. Because as important as it is to dream big on behalf of Rhode Islanders in need, we must never lose sight of our respective missions.
The Jim Collins book, “Good to Great” cites an ancient Greek parable: “The fox knows many things, but the hedgehog knows one big thing.” Innovation, experimentation, expansion—these are exciting ideas with an important role to play in nonprofits. But in turbulent times, by staying anchored in the core mission, providing an important service, and doing it better than anyone else, organizations can best respond to change, weather the storms ahead, and go from good to great in service of our state.
With deep appreciation for all you do,
Nina Stack
Executive Director
Look for The Champlin Foundation 2024 Annual Report on our website this spring. While you are there, subscribe to receive occasional emails with news and updates from the Foundation.