Open and establish the working agreement.
Name the purpose of the session, acknowledge the uncertainty without amplifying it, and agree to distinguish known facts, assumptions, and decisions.
Printable workshop overview
Funding During Uncertainty
A practical working session for nonprofit leadership teams who need to make clear, mission-centered funding decisions amid changing conditions.
Session at a glance
Suggested agenda
Use the agenda as written for a 90-minute session, or extend the working portions if the group must make live decisions.
Review the funding exposure map.
Look at material revenue sources by amount, timing, restriction, status, and mission impact. Identify what needs confirmation and who owns each next conversation.
Read the 90-day cash view.
Review cash timing, obligations, receivables, and current runway. Invite finance leadership to clarify the assumptions under each scenario.
Identify mission priorities and decision triggers.
Clarify what the organization will protect first, what information would trigger a decision, and which decisions require board, executive, or funder engagement.
Plan the relationship response.
Build a short contact plan for funders, donors, contract partners, staff, and board members. Identify the message, owner, desired outcome, and next date.
Commit to next steps.
Capture decisions, owners, deadlines, and the date of the next review. End by restating the mission and the shared commitment to act with care and clarity.
Preparation
Bring the right information into the room.
The workshop works best when a small preparation team assembles a concise, shared packet ahead of time. Do not overload participants with reports; bring only the information needed for the decisions at hand.
Before the workshop
- Prepare a one-page funding exposure map, including material restrictions and renewal dates.
- Bring a rolling 90-day cash forecast with assumptions clearly labelled.
- Identify the organization’s current contractual, payroll, vendor, and program commitments.
- Compile the current status of priority funder, donor, and partner relationships.
- Confirm attendees who have the authority to make, recommend, or implement decisions.
Leave with these outputs
- A short, current statement of funding exposure and assumptions.
- A defined set of mission priorities that guide trade-offs.
- Named decision triggers and decision owners.
- A funder, donor, staff, and board communication plan.
- A written next-step list with deadlines and a scheduled review point.
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Need a facilitated session?
Dr. Jennifer R. Madden can adapt this workshop for your organization’s funding conditions, strategic priorities, and governance context. Contact her to explore a facilitated leadership conversation.
Educational notice. This workshop overview is a planning resource, not legal, financial, accounting, employment, or tax advice. Use it alongside advice from qualified professionals who understand your organization, funding agreements, and local requirements.