If you’ve worked in nonprofit social services, you may be familiar with this scene: a stack of files, stray papers everywhere, and the feeling of dread that comes with knowing it will take hours to sort through the mess. Between changing grantor requirements, new and sunsetting programs, staff turnover, and evolving procedures and reporting requirements, nonprofit processes can become like the mythical hydra – cut off one head, and two more grow back.
With limited time, it’s easy to fall behind, miss important requirements, or overcompensate by keeping everything. Nonprofits sometimes accept inefficient processes because “that’s how we’ve always done it” or “there’s no getting around it.” There may also be concerns that staff will resist change. In my experience, however, staff appreciate feeling heard and knowing that leadership is looking for ways to make their work easier and more efficient. Leaders need to take the time to understand day-to-day operations to identify repetitive tasks, unnecessary approvals, duplicate data entry, and reports that no one uses. Importantly, the next step is to take action to improve the process!
You don’t need a major organizational overhaul to get started. Try these four steps to conduct a quick process audit:
- Start by asking “Why?” Is there a good reason for this process? An old grantor requirement may no longer apply, or a procedure may have made sense for a program that has since ended. Asking why can help uncover the root cause of unnecessary work. Check out Lean Enterprise Institute’s Guide to the 5 Whys for a simple approach to identifying the source of recurring problems.
- Look across programs and departments. Are staff entering the same information in multiple places? Could a shared template or coordinated process eliminate duplicate work? We can sometimes use existing software or resources to communicate and collaborate better.
- Map the process from start to finish. Write down each step, including who is responsible and where information goes. This can reveal unnecessary handoffs, redundant data collection, and bottlenecks.
- Challenge each step. If this part of the process disappeared, could we still meet client needs and fulfill grantor, legal, and audit requirements? If the answer is yes, it may be time to reconsider whether that step is necessary. The National Council of Nonprofits has a great guide to internal controls, which can help clarify where “checks and balances” are helpful, and where they are not.
Sometimes, the best solution may even be to start over and redesign the procedure. That can take more than five minutes, but the payoff can be significant. The goal isn’t to cut corners or eliminate necessary safeguards; it’s to ensure that our time and resources are being used effectively. In nonprofit work, efficiency isn’t just about saving time – it’s about making more time for the clients you serve.
What is one recurring task at your organization that seems to take more time than it should? Take five minutes this week to examine the process, ask why it works that way, and identify one small change worth testing. The time you save could become valuable time spent accomplishing your mission.
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